Before the investment
The growth case looks attractive. You need to know whether the revenue is repeatable, the margin is achievable and this management team can deliver it.
Enterprise AI · Transformation · Value creation
Turn strategy and AI ambition into operating reality.
Haberman Advisory helps enterprises and private equity-backed businesses implement AI responsibly, transform operating models and deliver sustainable growth and margin improvement.
Former CEOCVC-backed BIP UK
Former Chief Revenue OfficerNTT DATA UK
Growth and integrationAcross technology and consulting
FounderEnterprise agentic AI business
Enterprise AI implementation & governance
Put AI into operation—responsibly and at scale.
Enterprises do not need another catalogue of use cases. They need to know where AI will create measurable value, how it fits into live operations and what governance is required when its decisions affect clients, employees or regulated outcomes.
Haberman Advisory works with boards and leadership teams from strategy through implementation: selecting the right workflows, shaping the target operating model, establishing control and accountability, and building the adoption required for value to reach the P&L.
01
AI strategy and value case
Prioritise the decisions and workflows where the economics, data and operational readiness justify investment.
02
Implementation and operating-model redesign
Translate selected use cases into changed workflows, roles, decision rights, controls and performance measures.
03
Governance, risk and accountability
Define data and IP boundaries, auditability, human oversight and liability before AI enters a live operation.
04
Vendor and proof-of-value assessment
Test what the technology can deliver, what the evidence really proves and what is required to scale safely.
05
Adoption and leadership readiness
Equip leaders and teams to use AI effectively while preserving the judgments that must remain human.
06
Regulated-enterprise depth
Specialist experience in insurance, delegated authority and other environments where decisions must remain explainable and accountable.
When to call
The moments when a plan needs an operator’s scrutiny.
The work starts with a live business decision—not a generic transformation programme.
After the deal
The investment thesis now needs owners, sequencing and a practical first-year operating plan that the organisation can absorb.
When growth stalls
Pipeline is not converting, propositions have become too broad or commercial activity is no longer producing predictable revenue.
When margin slips
Revenue is growing but value is not. Delivery structure, pricing, utilisation and spans of control need to be examined together.
During integration
Two businesses must become one commercial system without losing clients, talent or momentum in the process.
When AI meets reality
Ambition has moved ahead of the operating model, governance or evidence. The board needs a grounded route from experiment to accountable deployment.
What we do
Commercial clarity. Organisational consequence.
Growth, margin and leadership are not separate workstreams. Each decision changes what the business must sell, how it must deliver and who must be accountable.
Build a growth engine the business can repeat.
Turn market ambition into a focused commercial system with clear offers, coverage, accountabilities and economics.
- Commercial due diligence
- Go-to-market design
- Offer and sector portfolio
- Pipeline and conversion
- Alliances and partner economics
Make revenue and margin work together.
Align structure, delivery and decision rights to the plan—then establish the sequence required to change them without destabilising performance.
- Operating-model review
- Margin and cost-to-serve
- Pricing governance
- Organisation and spans
- M&A integration
Put accountability where execution happens.
Give boards and CEOs an independent view of the team, the gaps and the leadership changes required by the next stage of the business.
- Leadership-team assessment
- Role and decision clarity
- CEO and board advisory
- Sponsor communication
- Execution cadence
Roei Haberman
Advice shaped by experience and lessons learned.
Roei has led growth and transformation from inside complex technology and consulting businesses—as chief executive, chief revenue officer and board adviser.
He was CEO of BIP UK, a private-equity-backed consulting group, and previously Chief Revenue Officer of NTT DATA UK, where his remit spanned multiple industries and business units. His work has included scaling commercial organisations, integrating acquired businesses, reshaping operating models and leading teams through demanding growth and performance agendas.
Today he combines that operating experience with first-hand exposure to enterprise AI as the founder of an agentic AI business serving regulated industries.
“The useful question is not what the market could support. It is what this business, with this team, can execute—and what must change to make the plan real.”
Private equity-backed leadershipCEO accountability for performance, integration and the sponsor relationship.
Enterprise commercial leadershipGrowth strategy and execution across large, complex technology businesses.
Transformation and M&ABringing propositions, teams and operating models together after acquisition.
Technology and regulated marketsDeep experience across consulting, data, AI, insurance and complex enterprise environments.
Direct senior involvementThe person you meet is the person who does the work and remains accountable for it.
How we engage
A defined question, a senior answer and clear accountability.
Each engagement has a fixed scope, named deliverables and fees agreed in advance.
Independent scrutiny of a critical decision.
A defined commercial, organisational or AI question; evidence-led diagnosis; and a clear recommendation the board or leadership team can act on.
From investment thesis to execution.
Hands-on support translating the plan into priorities, accountabilities, operating changes and a management cadence that makes progress visible.
Independent judgment when the stakes are high.
Ongoing support through growth, integration, transformation, a leadership transition or a period of underperformance.
Engagement catalogue
Fixed scope, named deliverable, price stated up front.
Indicative fees. Every engagement is confirmed in a one-page scope before work starts. Fees exclude VAT and expenses.
Commercial due diligence
Pre-deal assessment of a target business: revenue quality, client concentration, delivery risk and the realistic growth case.
From £25,000
AI strategy, implementation and governance
Use-case and value prioritisation, implementation roadmap, target operating model, data and IP boundaries, human oversight, adoption and board-ready governance.
From £28,000
Operating model and margin review
Where margin is leaking and why. Team structure, cost to serve, pricing governance, spans of control—and the sequence required to fix it.
From £32,000
Go-to-market and conversion
Sales operating model, offer portfolio, coverage and incentives—where deals stall, which stages leak and whether the pipeline can carry the targets.
From £40,000
Commercial leadership review
The leadership team assessed against the growth plan: accountability by role, capability gaps and whether each gap should be developed internally or hired.
From £18,000
Post-merger integration oversight
Commercial integration of an acquired business: day-one design, client protection, leadership alignment and synergy tracking against the investment case.
From £9,000 / month
Fractional commercial leadership
Standing senior capacity for a portfolio company or founder-led business, including board participation, commercial oversight and direct CEO support.
From £6,000 / month