Help companies adapt and thrive in the new AI-shaped reality.
Generative AI is a disruptive change, and disruptive change dramatically alters the established business order. Our mission is to help leadership teams respond to it properly — by understanding where AI shifts value in their own value chain, choosing deliberately what to do about it, and building the organizational capacity to execute.
Most companies are responding to AI without a thesis.
Generative AI is disruptive innovation: initially dismissed as a gimmick, then suddenly good enough, then everywhere.
A firm cannot capture more than its unique contribution to the value chain, and disruption rewrites what counts as unique and valuable. Some of your activities are about to become commodity work. Others are about to become decisively unique and valuable. Telling them apart, in advance, is the hardest judgment in business — and it cannot be delegated to a vendor or postponed until the picture is clear.
Responding to disruption takes a disciplined discovery process, not a leap of faith. We exist to bring that discipline to leadership teams before the value shifts — and the money follows.
Foresee. Rehearse. Redesign.
Three commitments that shape every engagement, in the order they matter.
We deliver judgment.
There are two well-established ways to buy help with AI. Both leave the hardest part with you.
Strategy firms sell reports
Rigorous analysis, handed over as a document. The thinking is real, but it lives outside your leadership team — and a thesis nobody has practiced executing does not survive its first budget cycle.
Implementers sell technology
Capable delivery against a specification. But the specification is the decision, and the decision is what you were unsure about. Building the wrong thing well is still the expensive outcome.
We deliver judgment
A written thesis for where AI shifts value in your business, a prioritized portfolio of what to do about it, and leaders who have rehearsed executing it before betting real money.
Doing the right AI matters more than doing more AI.
Taught, run, and delivered — not launched last week.
Every asset in the practice has already been used in the field, with named organizations.
The curriculum, in front of executives
Leadership in the Age of AI has been taught to an Executive MBA cohort at Suffolk University’s Sawyer Business School, and delivered in executive programs at Manulife and Massport.
The discovery process, in the field
Our AI-powered ideation and prioritization process has been run at MIT and at Japan Airlines — with real organizations, not a demo dataset.
The simulator, calibrated and benchmarked
The AI Flight Simulator is calibrated against BCG’s and Prosci’s published findings, with a 7× mean Round 1 → Round 2 improvement across teams — and every session adds to the benchmark data.
An operator’s judgment, not a consultant’s deck.
Dmitri has spent more than 25 years building enterprise software and running the kind of organizations that are now on the receiving end of AI disruption — as Chief Technology Officer and General Manager at Progress Software, and in executive roles at Computer Associates. He has owned the P&L, the roadmap, and the org chart that a transformation actually has to move.
Today he works on both sides of the AI question. As founder of AnyQuest, an MIT Sloan CIO Symposium Innovation Showcase finalist, he builds with the technology he advises on. As Executive in Residence for AI at Suffolk University’s Sawyer Business School, he spends every week in the room with executives wrestling with exactly the decision this practice exists to serve.
He founded Do the Right AI after watching the same pattern repeat across dozens of organizations: capable leadership teams, real budget, genuine urgency — and no coherent thesis for where AI actually shifts value in their business. The technology was never the hard part.
Executive in Residence for AI. Teaches Leadership in the Age of AI to Executive MBA cohorts.
Founder. MIT Sloan CIO Symposium 2026 Innovation Showcase finalist.
Chief Technology Officer and General Manager.
Executive roles at one of the world’s largest enterprise software companies.
Disruption is not destiny.
Failure due to disruption is not inevitable. It takes awareness to recognize the threat early, agility to experiment, commitment to reallocate resources toward the new value even when that means cannibalizing existing lines, and the organizational will to see it through.
Know where the value shifts.
Before the money follows.
Doing the right AI matters more than doing more AI. Start with a half-day AI Flight Lab — your leadership team runs a five-year AI transformation, gets humbled by the feedback loops, and leaves with a shared language for the real decisions ahead.