About
I bridge the boardroom and the engineering room.
Most AI consultants pick a side. The strategy people stay at the whiteboard. The build people stay at the keyboard. The work that compounds happens when one person is accountable in both rooms — and willing to sit through the difficult meetings in each.
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Background
How I got here.
I’m Moris Chen. I’ve spent my career at the seam where technology meets business decisions — building AI and data systems for enterprises, advising executive teams on where to place their bets, and making sure the roadmap on the slide actually shows up in production.
[Replace this paragraph with your actual background — where you’ve worked, what you’ve built, who you’ve advised. The structure is intentionally short. Tell the truth, then stop talking.]
Today I work as an independent advisor. I take on a small number of engagements per year so each one gets senior, accountable attention. My clients are Fortune 1000 companies, mid-market leaders ($100M–$1B), and PE-backed portfolios where AI is on the value-creation thesis.
Principles
What I believe about this work.
Boring questions first.
Where is value leaking? What would ‘done’ look like in dollars? The interesting AI conversation is the second meeting, not the first.
Senior beats large.
Two senior people in the room beats fifteen juniors with a partner who shows up monthly. Always.
Production is the only deliverable.
A deck is a hypothesis. A deployed system is the test. I’m only interested in the test.
Optionality is a feature.
Model providers will shift. Regulation will shift. Architecture should expect both, not be surprised by them.
Want to talk? Two ways in.
Pick the one that’s easiest. Booking a call is the fastest, but email works fine too.