One person accountable for AI at your company, with the team that ships it.

Your executive team has AI work scattered across departments, vendors, and one enthusiastic employee, and nobody accountable for the whole. You want one person who owns the roadmap, shows up every week, reports every month, and has a team that builds what the roadmap calls for. You’d hire for it if you knew what the role should be.

Not for: companies that want training only (see EdgeCorporate) or a one-time diagnostic (see the assessment).

• Dan Klosterman as your AI executive. He owns your AI roadmap, the decisions, and the results, and reports to your leadership like an officer would.
• A weekly 60-minute advisory call with your sponsor and whoever the week’s decision needs. Every call includes a build demo, even a small one.
• A monthly report you can forward to your board unchanged, the day before a 60-minute leadership call: what shipped, what it did, what’s next, what needs a decision, what the risks are.
• One active build at a time, from a roadmap you own. Your leadership sets the priorities. Our engineering team ships the next build, then the next. You always see what’s in progress, what’s queued, and what shipped. Builds are planned in two-week cycles, so nothing is ever more than two weeks from a checkpoint.
• Systems you own. Every build ships in your environment under your accounts, with a runbook and a trained owner on your side. An AI roadmap and a 90-day plan each quarter, a backlog you can see any time, and a Slack channel with your team.

The first 30 days should feel like an executive arrived. Week one, Dan listens: your leaders, your system owners, your data. Week two, the inventory and the backlog. Week three, the AI operating plan, presented to your leadership on the first monthly call. Week four, the first build is moving.

Every build starts from a one-page brief: the problem, the trigger, the output, the user, the human review point, the success measure, and what’s out of scope. The brief is approved on the advisory call. The build is demoed every week and ships with a runbook, under your accounts, in your environment. Thirty days later, the measure is checked and reported.

Changing your mind is fine. Reorder the backlog any time. Changing an active build’s scope sends it back to the backlog as a new build, so the current one ships as written.

The model was written for a real estate team with a 200-task back office, a training library nobody could search, an inherited software product, and a website to move. We have held a working session with them every week since February. Three systems shipped by August, and their operations lead now ships code herself. The second story is a wind-energy services company whose crew-scheduling whiteboards became a live app in their own cloud, launched in July and extended to a second department by September. Named versions of both are coming as the clients approve them.