Structuring a Finance Transformation AI agenda for a future ready practice
Professional services — Finance advisory · Internal/Deloitte
What needed to change
Establish the operating structure, governance and execution framework through which the Finance Transformation AI practice prioritises, coordinates and delivers its strategic and commercial agenda.
My role
Owned
- Structuring agendas, governance forums and initiative tracking for the Finance Transformation AI leadership
- Converting broad strategic ambitions into clear workstreams, milestones and ownership assignments
- Coordinating offering leads, industry representatives and functional contributors across Finance Transformation
- Supporting pipeline visibility and commercial prioritisation for AI-related opportunities
- Co-authoring the Deloitte Netherlands biannual CFO Survey — Digitalisation and AI section
Supported
- Finance Transformation AI Lead and sponsoring Partner in leadership decision-making
- AI strategy and implementation projects for clients as programme manager
- Finance strategy labs and digital AI labs
Complexity
- Multiple offering leads and industry representatives with distinct priorities and schedules
- Cross-geography coordination with Deloitte US counterparts and European networks
- Fast-moving commercial environment requiring rapid re-prioritisation
- No single line of formal authority over all contributors — coordination through influence
- Multiple concurrent client engagements and internal strategic priorities
Stakeholders
Sponsoring partner, Finance Transformation AI Lead, offering leads across Finance Transformation sub-offerings, industry and sector representatives, Deloitte US counterparts, client-facing programme teams.
How I approached it
- 1.
Frame
Mapped the practice's AI priorities, pipeline, delivery commitments and internal capability landscape.
- 2.
Structure
Defined agendas, governance cadences and initiative-tracking mechanisms to create a regular operating rhythm.
- 3.
Align
Coordinated offering leads and functional contributors to surface dependencies and establish shared ownership.
- 4.
Govern
Established decision-making frameworks and leadership-material formats.
- 5.
Deliver
Moved into direct programme-management contribution on selected Finance AI client engagements.
- 6.
Track and adapt
Maintained execution tracking and adapted priorities as the commercial and strategic environment evolved.
Outputs and outcomes
Verified outputs
- Established governance structure and operating rhythm (confirmed in role, January 2026)
- Published CFO Survey contributions (confirmed in CV)
Quantified outcomes are not currently confirmed for public disclosure.
Interpretation
This work demonstrates Chief of Staff capability in a commercially complex, multi-stakeholder environment without formal authority over all contributors.
AI and governance
The work involves coordinating responsible AI adoption across client-facing engagements — ensuring that AI recommendations are grounded in operating-model design, trusted data, governance and adoption considerations.