Salman Guliwala
Technical leadership & business strategy
I lead the people who build it, and I explain it to the people who fund it.
Most technical work fails in the explaining, not the building.
I work where engineering, product, and the business meet: leading the build, owning the business case, and keeping all three talking about the same thing.
Demand forecasting, retail
Replaced a spreadsheet process nobody trusted with a model the planners actually open. The hard part wasn't the forecast — it was getting three directors to agree on what "accurate" meant.
Claims automation, insurance
Built the pipeline, then built the business case that got it funded — a one-page model of cost per claim before and after, which turned a nine-month debate into a decision.
Alfred
A personal agent that runs my mornings, holds my open loops, and argues with me when I'm about to make a bad decision. Where I test ideas before I bring them to anyone's budget.
AI for Everyone
Short-form video and writing that explains AI to people who don't work in it — the same translation problem as the boardroom, with a harder audience and no slide deck.
If you're weighing up a piece of technology and can't get a straight answer on what it's worth, that's the conversation I like most. Email is fastest.