9 Reasons Not to Hire Me

1. You crave a big, expensive six-month “AI transformation” project.

Why that’s a bad idea: Bloated projects lock you into scope creep, committee paralysis and a consultancy rent-seeking cycle. By month six the tech—and your market—will have moved on.

How I work: We ship a laser-focused MVP quickly, learn from real users, then double-down where the ROI proves itself. Iteration beats inflated invoices every time.

2. You want to replace everyone with agents.

Why that’s a bad idea: A company with fewer humans has less empathy, less creativity and—surprise—fewer customers who stick around.

How I work: I design human-in-the-loop systems where AI handles the drudge work and people bring judgment, nuance and imagination. Hybrid teams win.

3. You think “any AI is better than no AI.”

Why that’s a bad idea: Random, one-click AI tools just automate mediocrity—and occasionally automate lawsuits.

How I work: We start with a problem worth solving, then pick or build tech that actually moves the business needle. Agile action first, shiny objects later (if at all).

4. You need a deep, tangled technical integration buried in your production stack.

Why that’s a bad idea: Hard-wired integrations age like milk and turn every upgrade into open-heart surgery.

How I work: I favour loose-coupled APIs, micro-services and clear fall-back modes. You get resilience, maintainability and a faster path to value.

5. You’ll only work with consultants who are rocket scientists.

Why that’s a bad idea: PhDs don’t guarantee commercial sense. Academic brilliance can still burn your budget on theory instead of traction.

How I work: I translate bleeding-edge research into pragmatic wins—no ivory-tower jargon required.

6. You want someone to do stuff for you, not with you.

Why that’s a bad idea: Outsourced magic tricks leave your team clueless once the consultant leaves.

How I work: I co-create, upskill and leave behind muscle memory, not black boxes. When I roll off, your people roll on—confidently.

7. You pay for consulting by the hour, not the outcome.

Why that’s a bad idea: Hourly billing rewards slowness. Your incentive is speed; mine should be, too.

How I work: We agree on clear, measurable results and price against value delivered. Shared upside, shared urgency.

8. You already know exactly what and how you want things done.

Why that’s a bad idea: If the map is finished, you don’t need a guide—just a marching band.

How I work: I challenge assumptions, test hypotheses and redraw the map when data disagrees. Progress lives in the uncomfortable questions.

9. You’ll implement AI at any cost, ethics be damned.

Why that’s a bad idea: Reputation risk, regulatory smack-downs and talent exodus are real—and expensive.

How I work: We embed guardrails from day one: fairness, transparency and compliance baked into the pipeline. Sustainable innovation beats reckless acceleration.

Still here?

If none of that scares you off, you might be exactly my kind of client. Let’s talk.