FactorySolutions
Someone has to own the number.
Every build has a person whose figure changes. If that person cannot be named in the first meeting, the project will not survive contact with a budget cycle, and we would rather find that out on day one.
This is what changes for each of them, what they are asked to provide, and what they get back.
Chief executive
You have AI spend in the building that nobody can trace to a dollar, and a board or a family asking what it returned.
Open role CFOFinance
You are asked to approve technology spend against benefits nobody will define, and then asked eighteen months later whether it worked.
Open role CROSales leadership
Your pipeline number is argued about because nobody wrote down what open means, and your best rep is a single point of failure nobody wants to name.
Open role CMOMarketing
You spend on exhibitions, portals and campaigns and cannot prove which of them produced a closed order, so every renewal conversation is a defence.
Open role Service headService and operations
Your engineers live on the road, the same fault is solved from scratch every time, and the installed base exists complete only in one person's spreadsheet.
Open role CIOTechnology
You are usually the person asked to make somebody else's AI idea safe, on top of a job you already have.
Open roleIf nobody in the room owns the number, there is no project. There is only an interest.
This is the most common reason a promising engagement dies. Everyone agrees the work is valuable and nobody's figure changes, so it competes with things that do and loses, usually in month four.
We would rather establish that in the first hour. It costs a meeting instead of a quarter.