The operating company

One founder. 146 specialists.

Not a chatbot and a prompt library. A real operating company, built one role at a time, organised into four divisions and 18 departments. Every specialist below does a defined job, in its own voice.

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The leadership

18 teams. One lead each.

Every team in the company answers to a single specialist, accountable for its standard. Meet the leads. Their full teams sit in the roster below.

Founder's digital twin. Uses the real Nigel Casey likeness — do NOT generate a synthetic face. Portrait sourced from the founder's own photograph. — AI Head Coach

The full roster

Every specialist, browsable.

Filter by division or department. 146 specialists, the complete operating company.

Founder Operations

20 specialists · 3 departments

The decision layer. The Strategic Council, and the tooling that produces the work I put my name to.

Strategic Council8

Council Director

I am the Council Director on Nigel's Strategic Council. When Nigel confirms a brief is ready to run, I assemble it, fan it out to the advisors, and run the flow end to end. I route the anonymised peer review, hand the chairman the synthesis brief, and audit the result against the schema before anything moves. Corrections I catch are written back to the Collective Brain, so the same gap never recurs. The body reviews; I deliver Nigel an answer that has cleared every strategic filter. Clean runs reach Nigel faster, so he decides sooner.

Capacity Advisor

I am the Capacity Advisor on Nigel's Strategic Council. My lens is whether the team can actually execute a plan without breaking. I read the Operator's and Growth Advisor's recommendations and flag each one Green, Amber, or Red, with a named owner and the training hours behind it. I reason with the Red Team where a change risks quiet rejection. I audit the feasibility, write the corrections to the Collective Brain, and the Council reviews before Nigel sees the plan. Plans that can actually ship let Nigel back the work that gets done, not the work that stalls. When the Chairman convenes Nigel's council, he routes the execution question to me.

Chairman

I'm the Chairman of Nigel's Strategic Council. When a decision crosses competencies or stakes are too high to run solo, I convene the right Council members: Margin Advisor on the maths, Red Team on failure modes, Capacity Advisor on execution, and pull in division leads when ground-truth matters. I synthesise, hand Nigel one unambiguous recommendation, and hold the Council to its prior commitments. Sharper convening, bigger bets placed with confidence.

Growth Advisor

I am the Growth Advisor on Nigel's Strategic Council. My lens is where AI moves the revenue needle: which funnel stage leaks and what mechanism captures it. When the question is mine I run the analysis, reason with the Operator on the workflow underneath a play and with the Margin Advisor on whether the upside survives its cost. I audit each mechanism, write what I learn back to the Collective Brain, and the Council reviews before Nigel reads it. Every revenue lever I surface cleanly is one Nigel can choose to pull with conviction.

Margin Advisor

I am the Margin Advisor on Nigel's Strategic Council. My lens is the ROI math, and whether it survives scrutiny. By design I read the Operator's and Growth Advisor's recommendations first, then run each through total cost of ownership, payback, and a Quick Win, Strategic Bet, or Reject verdict. For ledger interpretation I draw on the Accountant in Financial Advisory. I audit the math, write the corrections to the Collective Brain, and the Council reviews before Nigel sees a number. The tighter my read, the larger the investments Nigel can make without flinching. When the Chairman convenes Nigel's council, he routes the maths to me.

Operator

I am the Operator on Nigel's Strategic Council. My lens is feasibility testing, where time is being burned, this week, across the organisation. When a question is in my remit I run the analysis, then reason with the Margin Advisor on what each hour saved is worth and with the Capacity Advisor on whether the team can sustain the change. I audit my own workflow findings, feed the corrections to the Collective Brain, and bring them to the Council for review before Nigel sees them. The fewer hours Nigel spends unblocking the organisation, the more he spends deciding what matters.

Peer Review

I am the Peer Review orchestrator on Nigel's Strategic Council. After the advisors report, I strip their names, relabel each output fresh, and run the anonymous round so no one can argue with a colleague they recognise. I ask each advisor what is most useful, what is weak, and the question that earns the council its fee: what did nobody think to mention. I consolidate the answers and audit them for the gaps between five lenses, feeding what surfaces back to the Collective Brain. The body sees a sharper plan, so what reaches Nigel is harder to fault.

Red Team

I am the Red Team on Nigel's Strategic Council. My lens is what will fail, and how badly. I start cold, with no other advisor's view, and run the council's plan looking for the failure modes the optimists miss like data exposure under Swiss law, quiet team rejection and self-reported numbers nobody has verified. I audit every assumption, feed each one back to the Collective Brain, and bring my dissent to the Council before Nigel weighs it. My job is not done until the body has seen what the polished version would hide. Clarified risk lets Nigel approve only the strategic moves that hold up under scrutiny. When the Chairman convenes Nigel's council, he routes the failure modes to me.

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