Initially at Plain Logic, I kept the positioning deliberately broad. Practical AI for New Zealand businesses. The kind of language that doesn't close any doors.
Early on, someone gave me advice I didn't fully act on. An experienced executive and business coach at a networking event told me my positioning was too broad — that I needed to pick a lane. The problem was, I genuinely believed I could help almost any kind of business, and that felt true enough to make the advice hard to follow. Choosing a niche felt like closing doors that didn't need to be closed yet.
What's changed is just experience. The focus on professional services didn't come from a strategic reframe — it developed naturally from the work itself. Where the conversations went deepest. Where my background made the biggest difference. Where the problems were most familiar and the outcomes most likely to stick.
My skills and experience put me in a strong position to work with professional services firms in particular — consultancies, accounting practices, advisory teams. Organisations where the product is expertise and judgement, and where the vision for where the business could go tends to run ahead of the operational clarity on how to get there.
Most AI projects don't fail because the technology doesn't work. They fail because the problem was misdiagnosed, or the solution was designed without the people who have to use it, or the change wasn't managed — it was announced.
The firms I work with best aren't looking for AI for the sake of it. They're aspirational — trying to grow, trying to free their best people up to do work that actually requires them, trying to deliver better client outcomes without burning out the team getting there. They want to make informed, confident decisions about where AI fits their strategy, grounded in their actual goals and operations. And if they need help building it, I can do that too.
If that sounds like your firm, I'd like to hear from you.