1. Board scan
Within a few days, you’ll know where you stand.
Many boards feel they need to act on AI but aren’t sure where to start or what’s genuinely urgent. The board scan gives a factual, independent picture of three things within a few days: how far your organisation already is with AI, which risks and blind spots deserve attention, and which three priorities need a decision first.
No lengthy report, just a clear conversation with the board and a concise document you can use right away as a basis for follow-up decisions.
Characteristics:
This is the natural starting point if you want to understand what’s actually going on before deciding what to tackle.
2. Ambition and position session
Your board defines its own AI position. Concrete, and agreed.
Most organisations haven’t yet answered the question that matters most: what position does the board want to take on AI, what ambition comes with that, and which boundaries are non-negotiable?
In a facilitated one-day session, your board team answers that question itself. No adviser imposing a framework, just sharp questions, concrete example wording, and room for real discussion. The result is a board-endorsed directional document that forms the basis for further policy development and internal communication.
Characteristics:
This service is for boards that are ready to make a decision, not for those still working out what AI even is.
3. AI financial framework
A clear answer to the financial questions around AI, at last.
Almost no organisation has a good answer to the financial questions AI raises. What is AI really costing us, including licences, compute and internal capacity? How do I attribute value to AI initiatives that touch multiple processes? How do I assess a vendor proposal for financial soundness? And how do I weigh building in-house against buying in, now that AI has become a core input across so many processes?
This framework brings structure to those questions. It fits within your existing planning and budgeting cycle and connects to how your organisation already manages financially. It includes the organisational side too: who decides, who monitors, and how the financial picture of AI becomes visible in your management information.
Characteristics:
This is the most distinctive service Orbis Neo offers. Very few advisers can connect the financial side of AI with the organisational and architecture questions it’s inseparable from.
4. Fractional support
Senior steering for an agreed period, with a clear endpoint.
Mid-market companies rarely have the capacity to create a full-time role for an AI transformation. But standing still has a cost too. Fractional support offers a third way: one or two days a week of senior involvement, focused on a specific challenge, with an agreed endpoint and a handover to an internal owner.
I use this for rethinking IT domains (delivery, operations, architecture, IT financial management or HR) in light of AI, for setting up and running a lightweight governance structure, or for guiding a board through the first months after an ambition decision.
Characteristics:
Fractional support always ends with a handover. I don’t build dependency.
Which service fits your situation?
Not sure? Start with the board scan. Within a few days it gives you the insight to decide what deserves attention first, and whether one of the other services follows naturally.