Why this exists
I kept watching the same scene play out. A leadership team would spend an hour in a room trying to agree on AI strategy — and leave with less alignment than they started with. Not because anyone was wrong. Because the words they were using didn't match.
The CEO had heard one explanation. The CTO had given another. The board had read a third in The Economist. Every explanation was reasonable on its own. Together they didn't add up to a decision.
The problem wasn't the technology. The problem was that no one was speaking the same language about it.
I started building analogies for those rooms. Concrete, business-shaped images that everyone could hold in their head — the grocery store agent, the general contractor, the AI vampires. Each one names the wrong instinct first (the question someone always asks at minute fifteen) and then reframes it.
Fourteen analogies in, the pattern is clear: the right analogy ends the meeting. The leadership team walks out with a shared mental model and a defensible decision. That's the work.
What I actually do
Two things, and they're stackable.
The first is the catalog — a growing library of named analogies you can browse, watch, and send to your team before the next meeting. It's free because the catalog is the proof of work, not the product.
The second is live engagement. I come into a board offsite, a leadership session, or a strategy retreat and land the analogies your team specifically needs. Sometimes I author one on the spot for your situation. The catalog hands you the pre-built ones; the live session is where the new ones get made.