AI expertise with an enterprise perspective
At Gooroo, an ASX-listed human-capital technology business, my executive responsibilities included commercialising machine-learning capabilities, developing the customer proposition and aligning growth with financing and governance.
My current technology advisory work includes AI businesses and the challenges of market entry, enterprise adoption and commercial growth. Earlier Google and international digital roles established a strong foundation in analytics, customer behaviour and measurable performance.
That combination allows me to work across the investment case, the operating model and the leadership decisions. AI creates value when it improves something customers or the business care about and the organisation can sustain that improvement.
“Unusually for a digital expert, Jose puts the business problem first and the digital enabler second, meaning that he is always focussed on the right business outcome.”
This historical recommendation describes my approach to digital business; it is not an endorsement of a later AI product or engagement.
Selected excerpts from LinkedIn recommendations · View my public profile
Identify the opportunities that matter
I work with leaders to prioritise AI opportunities against the business agenda: revenue growth, customer experience, productivity, management information and the quality of operational decisions.
The assessment considers the expected benefit, the available data, integration effort, adoption and the cost of running and governing the capability. A compelling demonstration is a useful starting point; the business case must also stand up in everyday operation.
For investors, this can inform assessment of a technology proposition or an AI value-creation opportunity within a portfolio company.
Commercialisation and customer adoption
An AI product needs a credible customer problem, a differentiated proposition and a workable route to market. I contribute to business models, pricing, enterprise sales, partnerships and the operating requirements of scale.
My experience in marketing, finance and executive leadership helps connect technical ambition with buying decisions, customer economics and the investment required for growth.
The objective is a business customers choose and management can operate, with clear evidence of the value it delivers.
From a use case to an operating capability
I help leadership teams define the outcome, choose a bounded starting point and establish the measures that will determine whether the initiative should expand. Practical Agile delivery provides a way to test assumptions and learn while maintaining accountability.
Implementation also involves people: changing workflows, building confidence, clarifying responsibilities and ensuring that teams understand when to exercise judgement.
Technical development, data engineering and specialist assurance are coordinated with the relevant specialists. My contribution connects those capabilities with business priorities and executive decisions.
Governance that supports confident adoption
Boards and management need a clear view of the decisions an AI system influences, the information it uses and how its performance will be reviewed. Privacy, security, reliability and human oversight belong within the operating design.
I bring finance and governance experience to the evaluation of benefits, investment, reporting and accountability. The result should be an informed path from opportunity to sustained commercial value.
Digital leadership before the current AI agenda
My Chief Digital Officer experience at OUA and Operating Partner work within SEEK’s investment portfolio involved connecting data, technology and customer channels with the commercial model. That foundation informs how I assess AI opportunities today.
The question remains practical: which outcome will improve, what the business must change to achieve it and how leadership will understand the result.