Advisory and coaching built on the Augmented Mindset: a method for thinking differently, deciding better, and leading the era rather than drifting through it.
Coaching, and consulting, in one room.
Coaching without direction stalls. Advice without reflection rarely sticks. The work that changes how a leader leads needs both: the space to think, and the structure to act.
I bring the questions of a coach and the frameworks of an advisor to the same conversation, so insight turns into decisions the same week: reflection paired with rigour, and judgement paired with a plan.
Most leaders ask what AI can do. The augmented mindset asks a better question: what becomes possible when human judgement and machine capability amplify each other. It is the difference between using the tools and thinking differently because of them.
Use AI to widen the aperture, not narrow it. Better questions, more options on the table, and a sharper read on where the work is heading.
Keep judgement where it belongs. Let the machine do the reach, and keep the call human, so speed never costs you conviction.
Make the mindset part of how you and your team work, so the advantage grows quarter on quarter instead of resetting with each new tool.
The leaders who win the next decade will not be the ones with the best tools. They will be the ones who think differently with them.
Every engagement is different, but the work tends to sit in four places.
Reframe the problem and see the options you cannot see from inside it. The shift from consuming AI to reasoning with it.
Cut through to the one or two decisions that move everything else, and get them made.
In you and in your team, so the organisation gets stronger and more original, not more dependent on the tool.
Bring your people with you, and design the change on purpose instead of drifting into it.
Drift inside an organisation rarely looks like failure. It looks like momentum. Adoption is uneven: some of the team run with the tools, some barely touch them, and there is no point at which everyone is brought to the same level. Judgement moves without anyone deciding it should. Capability debt accrues: skills that stop being built, and come due when you can least afford it. The advisory work is the design response: working out where human judgement has to remain, and building the organisation so it cannot slip out unseen.
Every engagement begins with the sponsor. Usually a chief people officer, a chief executive, or whoever is carrying the transformation. One hour, to hear what they think is happening.
Then I talk to other people. A short fact-find, then three or four half-hour conversations with people across the business, before I offer a view on anything. Where an organisation is already mature, the work is fine-tuning and specificity. Where it is early, it usually starts with confidence.
The risk is rarely the technology or its implementation. It is uneven adoption, which leaves a firm busier without being better.
Engagements typically run from a single leadership session to a year of advisory.
You do not need a framework to tell whether a piece of work is designed or drifting. Ask three questions of anything a machine helped make: who verified it, against what source, and who bears the consequences if it is wrong. Answer all three without hesitating and the work has been designed. Stumble on any one and it is drifting.
A trusted thinking partner to the chief executive, through the quarters that matter. Somewhere to test the hard calls before you make them.
Align the top team on where human judgement stays, and build the augmented mindset across the people who set the tone.
A focused block to move a specific decision forward, when you need momentum quickly.
Every engagement is shaped in a conversation, because no two organisations are drifting in the same way.
Many engagements begin with a keynote. See the talks →
Some of the most senior people I work with cannot ask their questions out loud inside their own organisations. They are expected to have a view on AI, they are making decisions that will outlast them, and there is nowhere internally to admit what they do not yet know.
That work is private. Usually half a day at a time, over a few sessions. We build a strategic view you can hold in a board meeting, and a working practice that makes you sharper rather than more dependent. The aim is not that you use AI more. It is that you still recognise your own judgement in the decisions you make with it.
There is nothing embarrassing about this. The people who ask are usually the ones taking it most seriously.
AWS · EdtechX · CIPD Festival of Work · London Tech Week · Korn Ferry · BehSci Meets AI · Imperial College · Dubai Arbitration Week · The Oystercatchers Club · and internationally in Turkey, Canada and Singapore
Endorsed byKarim Lakhani, Harvard Business School · Josue Estrada, COO, Center for AI Safety, formerly Chan Zuckerberg Initiative · David Rowan, founding Editor-in-Chief, WIRED UK · Professor Alnoor Bhimani, LSE · Timo Hannay, founder of Digital Science, formerly Nature · Rudy Karsan, formerly CEO, Kenexa · David Gareth Thomas, formerly Chief People Officer, HSBC APAC · Pablo Bradbury, CFO, DHL Express Americas · Natasha Billing, SVP Commercial, Warner Music · Jonathan Peachey, formerly COO, Next15 · Sherry Coutu CBE, entrepreneur and non-executive director · Tom Chatfield, author of Wise Animals · Peter Leyden, futurist and former managing editor, WIRED · Zoe Weil, co-founder and president, Institute for Humane Education
Research baseMore than 200 organisations across 30 countries, over seven years.
From the leaders I work with"Rahim gave me the mindset to rethink what was possible, and it ultimately got me my first C-level position. I thought coaching was for people who needed fixing. I was wrong. It became the highest return on investment I have ever made on myself."CMO, Martech scaleup
"The way that you approach AI is ahead of everyone. We've had advisors rife with detailed studies that regurgitate the well trodden studies. Your insights, your principles, your approach is refreshing in creating a better existence of our teams for our clients, without reallocating responsibility. Your insight opens our eyes and we are most grateful to have you."CEOListed global marketing group
"Understatedly brilliant in getting me to change my vanilla approach to thinking."CEOEdtech scaleup
"I started with career advice, and it became a journey through approaches I just hadn't experienced. I am completely changed in the way I think, in a majorly positive way. I cannot recommend him highly enough."VP, ProductFintech
"I hired Rahim to learn AI. I left with a completely different way of thinking about the world. Read his book, his essays, and then hire him."Board Executive
Two decades building the technology, including leading international growth at Quizlet across 60+ countries and co-founding EtonX. Seven years of research across more than 200 organisations. Author of SuperSkills. I have built the tools, and I have studied what they do to the people using them. That is the ground I coach from.
Often. Some organisations bring me back to work with the leadership team on what the talk surfaced; others want advisory across a year. Every engagement starts with the sponsor, then a short fact-find, then conversations across the business before I offer a view on anything.
Conference organisers who want the audience to leave with something to do rather than only something to think about. Chief people officers and L&D leaders framing a capability programme. Boards and executive teams wanting a private session on decision quality or AI strategy. And schools, charities and universities preparing people for what comes next.
Drift is what happens when an organisation adopts AI through a thousand reasonable, unmade decisions until its judgement has moved without anyone choosing. Design is the deliberate alternative: deciding in advance where human judgement has to remain, and building the work so it cannot slip out unseen. Where an organisation sits depends on two things: awareness, and the agency to act on it.
Yes. Alongside organisational advisory, he works privately with a small number of senior leaders, usually the person carrying the AI decision inside their organisation. Sessions run half a day at a time, over several weeks.
Building a strategic view you can hold in a board meeting, and a working practice that makes you sharper rather than more dependent. The aim is not to use AI more. It is to still recognise your own judgement in the decisions you make with it.
Chief executives and senior leaders who are expected to have a view on AI, are making decisions that will outlast them, and have nowhere internally to say what they do not yet know. The work is confidential.
From a single leadership session to a year of ongoing work. Every engagement begins with the sponsor, then a short fact-find, then conversations across the business before any recommendation is made.
Yes. Retainers suit organisations that want continuity rather than a project: a standing advisor who already knows the business, available to the leadership team as decisions arise. Typically monthly, reviewed annually.
Shaped per organisation, but usually a monthly rhythm of leadership sessions, availability between them for decisions that cannot wait, and a standing view on how the organisation's use of AI is changing its judgement. The point of a retainer is that the advice compounds.
A keynote changes how a room thinks in an hour. Advisory changes what an organisation does, and it starts by finding out where judgement has already moved.
A 30-minute conversation about what you are trying to change. If I am the right person, we go from there. If not, you will still leave with something useful.
Book a 30-minute callPrefer email? rahim@thesuperskills.com