3Cloud - Head of Advisory & AI

• Lead the Advisory Business • Define and execute the multiyear strategy for the Advisory service line. • Establish the operating model, investment priorities, annual objectives, and management cadence for the business. • Integrate the four advisory disciplines into one cohesive, market-facing organization. • Determine where the practice will invest, differentiate, scale, or rationalize its capabilities. • Balance near-term commercial performance with long-term capability development. • Lead the 3Cloud AI Agenda • Define the enterprise vision and business purpose of 3Cloud AI. • Translate the company’s AI strategy into clear internal priorities and market-facing value propositions. • Establish priorities for AI-enabled offerings, internal enablement, executive messaging, and go-to-market activation. • Coordinate AI initiatives across Advisory, Data and AI, Sales, Architecture, Delivery, and Operations. • Help executive clients address AI strategy, operating models, governance, use-case prioritization, adoption, and value realization. • Ensure AI initiatives are grounded in measurable business outcomes rather than technology experimentation alone. • Drive Growth and Commercial Performance • Own Advisory performance across bookings, revenue, margin, pipeline quality, and forecast accuracy. • Sponsor major pursuits, strategic proposals, and priority-account growth initiatives. • Expand executive relationships and position 3Cloud as a trusted transformation advisor. • Improve the creation, qualification, and conversion of advisory-led opportunities. • Increase downstream revenue influenced by Advisory and AI-led engagements. • Align market messaging with the firm’s actual capabilities and delivery strengths. • Build a Differentiated Offering Portfolio • Define a clear portfolio of entry-point diagnostics, strategic advisory offerings, and transformation programs. • Ensure offerings are differentiated, commercially viable, repeatable, and aligned with market demand. • Strengthen the connection between advisory offerings and downstream implementation or managed-services opportunities. • Oversee the development of reusable methodologies, frameworks, accelerators, and intellectual property. • Rationalize offerings that lack market relevance, scalability, differentiation, or economic value. • Embed AI into the portfolio where it meaningfully strengthens client outcomes and competitive positioning. • Develop the Leadership Team and Organization • Lead, coach, and develop the Advisory leadership team. • Establish clear expectations for vice presidents, senior directors, directors, and other practice leaders. • Build organizational depth and reduce reliance on a small number of individual leaders. • Assess succession risk and develop a strong internal leadership pipeline. • Oversee hiring, performance management, development, promotion, and leadership deployment. • Foster a culture of accountability, collaboration, quality, inclusion, innovation, and measurable client impact. • Create Cross-Functional Alignment • Partner with Sales to shape account strategies, pursuits, executive entry points, and growth priorities. • Partner with Architecture and Solutions to strengthen the transition from strategic advisory into solution definition. • Partner with Delivery to improve scope realism, engagement handoffs, transformation continuity, and execution quality. • Partner with Data and AI leaders to align AI strategy, market messaging, technical capability, and client delivery. • Partner with Operations to improve forecasting, staffing, governance, performance reporting, and business discipline. • Resolve organizational friction that inhibits growth, execution quality, or client outcomes. • Establish Governance and Operating Discipline • Implement scalable operating reviews, portfolio governance, and performance-management processes. • Define and monitor key performance indicators across financial performance, client impact, talent, practice maturity, and AI activation. • Monitor portfolio quality, staffing effectiveness, utilization, client satisfaction, and systemic execution risk. • Take corrective action when growth, quality, talent, or operating effectiveness is off track. • Build the systems and management mechanisms required to scale without creating unnecessary bureaucracy.