Strategy & Transformation Coach

What is this role actually?

Your job is to structure what the client is really trying to achieve, define a realistic path to it, and stay close enough to delivery that the intent survives contact with production. AI is the lever here, not the point. What matters first is the judgement to know which bets are worth taking, and the credibility to carry a room of senior stakeholders with you. The shape of the work varies a lot by client. For some it's a focused AI and data strategy for one part of the business. For others it's broader: cross-channel and increasingly agentic processes that run across several products, channels, and functions at once, where the real question is how the whole organisation should work. This kind of work has come up concretely in our client cases over the past year. Often the client doesn't yet know whose problem this is, or where in the organisation the change should land. Drawing that boundary, while it's still being drawn, is a core part of the job.

Across an engagement, the day-to-day looks something like:

Leading early, ambiguous AI and data conversations with business leaders, and turning vague ambition into clear problems, options, and decisions

Shaping AI and data strategies, operating models, and roadmaps that fit the client's real maturity and context, not a template

Designing the roles, governance, and ways of working a transformation needs to survive past the kickoff

Bridging business and technical teams so the intent set in strategy still stands when engineers are building

Staying close as the work moves from slides to delivery, and protecting the business value while it gets built

Helping clients see where AI genuinely fits their processes and business model, and where it doesn't, and being willing to say "not yet"

Coaching the client's own leaders and teams to carry the change, so the capability stays when we leave

Joining early client conversations and helping shape what we propose, because at Nitor we sell through e