If you are trying to work out whether a Head of AI — fractional or otherwise — fits your company, these are the questions people usually ask first.
Own AI across the business. Where it should be applied — ops, sales, finance, compliance — what should be left alone, how governance and EU AI Act readiness work, which build-vs-buy calls to make, and how real workflows reach production. One executive, accountable for the result.
A consultant advises and leaves. I take the seat: embedded with the leadership team, holding the board conversation and the architecture review with the same person, and answering for the numbers the work has to move.
Most engagements start fractional: senior ownership without a permanent commitment. If the work proves itself and the company needs more, the seat scales to interim or full-time. You do not have to decide the end state up front.
No. I currently hold the Head of AI title at a compounding pharmacy in Athens, and that regulated background transfers. But the role applies anywhere AI needs an owner — especially trust-sensitive European companies where governance and accountability actually matter.
No. But somebody inside the company does need to own the business side and support decisions. The model works best when there is an executive sponsor and at least some ability to implement over time.
Figure out which numbers AI should be moving in your business. Understand the real bottleneck. Map the risks and dependencies. Then decide whether the right next step is a roadmap sprint, the fractional seat, or something else entirely.