Amplify an existing internal AI lead — capability exists but lacks authority, scope, or executional discipline. Partner extends, never replaces.
Today's diagnostic
1 active obstacles · 1 critical/large VaR. Cumulative delay if unresolved: 8–16 weeks. Illustrative € exposure: €250K–€750K across 1 measured obstacles.
To fill before client conversation
Primary VV win: reference engagement / methodology validation / pharma vertical entry / Penta relationship — which one anchors this?
Primary client win: compliance / capability foundations / PE-exit story / measurable operational benefits — your read of what Dr Max is really buying?
2. Six methodology tracks · current vs target
The 6 dimensions of progress
Every AI transformation moves on 6 tracks simultaneously. Track 3 (AI Operating System) is the backbone — it multiplies progress on every other track. Without it, the others are uncoordinated.
Track 1Opportunity Pipeline95%
funnel·Target: Gate 2 fired ≥ 1×
4 mechanisms stood up
0 to stand up
1 active obstacles
9/9 authorities granted
Track 2People78%
stock-and-flow·Target: 5–8 D2+ sponsors, 3–5 B2/B3 champions
2 mechanisms stood up
0 to stand up
0 active obstacles
5/7 authorities granted
Track 3AI Operating System81%
BDN (backbone)·Target: L4 Coupled (target M6)
4 mechanisms stood up
0 to stand up
0 active obstacles
13/17 authorities granted
Track 4Value Chain Coverage71%
funnel·Target: L2 Two-spined
1 mechanisms stood up
0 to stand up
0 active obstacles
4/6 authorities granted
Track 5Risk & Compliance84%
BDN·Target: L4 Managed (regulated)
5 mechanisms stood up
0 to stand up
1 active obstacles
3/4 authorities granted
Track 6Value & Reporting78%
BDN·Target: L3 P&L-linked
3 mechanisms stood up
0 to stand up
0 active obstacles
4/6 authorities granted
Cross-track couplings (methodology)
Track 2 → Track 1: Stocks bound flows. Pilot capacity is gated by B3+ champion stock and D2+ sponsor stock.
Track 3 → all: AI OS is the operating backbone. Without it, no coordination.
Each row is an active obstacle; columns are the 6 tracks. Cells colored = obstacle threatens that track.
4. Engagement structure
Co-leadership, not consultant-client
This is not a typical outside-in consulting engagement. It is a co-leadership pattern: Michal (interim CAIO) sits inside Dr Max leadership; VV (Anton + consultants) operates as the delivery arm Michal recruits. Commercial trails are independent.
VV roles
Michal Lickó — Interim CAIO / AI Transformation Partner. 1/4 FTE (~5 days/month). Board-facing. Owns: strategic AI portfolio, board reporting, exec sponsor relationship, methodology installation.
Anton Rakhmanov + 1–2 VV consultants — Delivery rota. Hourly, capped. Owns: workshops, analysis, Kateřina + team mentorship, methodology IP transfer, drafting.
VV (entity) — Delivery arm Michal recruits. Commercially separate from Michal's CAIO retainer. Engaged through Michal but invoiced independently.
Client-side counterparts
Leonardo Ferrandino (CEO) — CEO since 2016, target sponsor.
Thomas Bornemann (CFO) — Capex sign-off, Heavy Gate 2 counterparty.
Luca Demarchi (CIO) — Per 2024 sustainability report; tenure UNCERTAIN — possible move to Bata Group.
Kateřina Lesch (HeadOfAI) — Newly appointed Head of AI at Dr. Max (internal). Was the engagement introducer in her former Deloitte / EmbedIT role; now holds the seat we needed her to influence. Reports to CIO (likely; verify with Kateřina). Methodology implication: O-031 External Champion Conflict no longer applies.
Unknown / open questions on counterparts
PEOperatingPartner — UNKNOWN — Penta operating partner not identified; open question for validation.
Commercial split + recusal protocol
Michal owns the CAIO retainer (T1) + commercial framing of VV delivery scope (T2). Recuses on technical decisions of which consultant delivers what.
Recusal protocol declaration signed at M0 — methodology's response to obstacle O-008. By declaring the structure, the obstacle does not fire.
5. Commercial structure
Four-tier compensation
Tiers are independent — each negotiated and invoiced separately to keep the structure clean.
T1 — Advisory time
Michal as CAIO (1/4 FTE @ €2,000/day × 5 days/month = €10K/mo) + Anton + 1–2 consultants on advisory rota (~20h/mo @ €250/h = €5K/mo). Capped, invoiced monthly.
€15,000/month
€90,000total over 6 months
T2 — Delivery scope
Workshops at €2,400/day (60K CZK/day). Analysis, PoCs, reports invoiced separately. Indicative envelope: 6 workshops + 4–8 analysis pieces. Scope ladder: must / should / nice.
€2,400/workshop day
€60K – €120Kindicative envelope
T3 — Exit-criteria bonus
€40,000 target paid at M6 if methodology-defined exit criteria satisfied. Weighted partial payout (e.g., 65% met → €26,000). Independently observable from platform.
Wt
Criterion
20%
Heavy Gate 2 fired ≥ once
15%
AI Council met monthly for ≥ 4 consecutive months
20%
Track 3 (AI OS) at L4 maturity
20%
Track 5 (Risk & Compliance) at L4 maturity
15%
AI conformity assessment (L3-329) operational
10%
≥ 2 of 6 markets running cross-market sync forum
T4 — Benefits-realization tail
Two long-tail packages tied to measurable Dr-Max-side business benefits, paid 6 and 12 months after engagement closes. Designed jointly during M0–M2 with Kateřina + CFO Bornemann; locked at M2.
€25–50KM+6 package
€25–75KM+12 package
Pre-condition: measurement plumbing operational by M3 for any benefit selected.
6. Per-track deep-dive
What moves each track forward
1
Opportunity Pipeline
funnel · 95% · target: Gate 2 fired ≥ 1×
Active obstacles threatening this track
O-003 · Risk Function Disengaged HIGH
Mechanisms (L3) that move this track
4 stood up · 0 not stood up
Authorities (L1) that gate this track
9 of 9 granted at current state. L1-101, L1-102, L1-106, L1-107, +5 more
Confirm Luca Demarchi still in seat (or identify successor)
This week · AR
CIO is the structural reporting line for the Internal AI Lead and the convening counterparty for Track 3. If the seat changes during the engagement, the AI Council charter has to re-anchor.
Evidence: people.CIO notes flag tenure uncertainty: "Per 2024 sustainability report; tenure UNCERTAIN — possible move to Bata Group.…"
8. Authority asks for the Interim CAIO seat
What Michal needs to function
5 Must-have authorities for an Elevation engagement. 0 Nice-to-have as upside.
Must-have (engagement cannot deliver without)
Information
L1-113 — Right to interview anyone (incl. cross-market)
Hiring
L1-116 — Co-design Internal AI Lead role
L1-117 — Veto on succession candidate
Communication
L1-129 — Direct board access on AI
L1-130 — Speak to regulators on AI
9. Open questions for client
Need direct confirmation
PEOperatingPartner: UNKNOWN — Penta operating partner not identified; open question for validation.
Ivo Šenkyřík (HeadMA) — currently named but not engaged on AI; confirm trajectory.
Engagement structure approval: confirm Dr Max is comfortable with interim-CAIO + VV-delivery commercial structure (recusal protocol declaration to sign at M0).
T4 benefit selection: which 2 of the 5 candidate operational benefits anchor T4 packages. Locked at M2.
AI Act timeline: is "3–6 months pressure" still accurate?
PE involvement at M0: Penta operating partner in the room or briefed afterward?