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The C-Suite Collective®
Wheelhouse
The AI adoption program that cares for your people, too
The only program pairing top tier coaching and AI engineering talent. Based on honest communication, unbiased assessments, bespoke AI tooling, and the premise that AI programs only succeed when people believe leadership as much as the tools.
Engineers and coaches, same room. Rogue Fraction's founders with The C-Suite Collective's partners.
One engagement, two crafts.
Coaching and engineering are ordinarily bought separately, from firms that never speak to each other. Wheelhouse scopes them as one engagement, accountable to one outcome.
Works the human problem, both halves of it
- Weeks one to four: works your leadership team to an actual decision — sequence, priority, and what's being given up — rather than a signed-off one
- Weeks two onward: finds out what your staff genuinely believe about the rollout, which is not what they told you
- Prepares the people delivering the message so it survives contact
- Tells you what we found, including when it's about you
Works the technical redesign, on the actual work
- Fits the tools to how your people actually work, not the other way around
- Redesigns the workflows the tools land in, with the people who run them
- Trains your staff until they operate the tools without us
- Reports usage as it is, on a fixed cadence, unflattering figures first
your people using the tools, on purpose, after we've gone.
The names on the proposal are the names in the room.
No junior bench, no substitutions. You meet the people who do the work before you sign, and they stay for the whole engagement.
Coaching, led by The C-Suite Collective's partners.
The C-Suite Collective's coaches hold credentials from the International Coaching Federation (ICF) at PCC and MCC level, verifiable in the ICF's public credential register. MCC is the ICF's highest credential — the parent reports it's held by fewer than 4% of coaches globally. The C-Suite Collective reports a 100% contract renewal rate and works with Pfizer, Analysis Group, and San Francisco Opera, among others.
Elena Armijo, MCC
Hillary Hittner, PCC
Julie Ketover, PCC
Katherine Folk-Sullivan, MCC
Mark Hunter, MCC
Nephi Niven, PCC
Engineering, led by Rogue Fraction's founders.
Murilo Silva
Built and directed post-production architecture at Grey Group and Publicis, then modernized Vox Media's content supply chains across brands generating 6 billion monthly views.
Liam Ford
Led applied-AI platforms from proof-of-concept to production at Inkwell, and directed technology at Panavision's Light Iron across 200+ major productions for Netflix, Apple, and Amazon.
Two human problems, stacked on a technology problem.
Your board has asked for AI. You've bought the tools, or you're about to. The part nobody scoped: the technology is rarely what fails.
Half the building thinks the tools are how they get replaced. A workforce that believes that will comply with a rollout without ever adopting it — licenses paid for and sitting idle, and a sponsor left explaining to a board why a funded program changed nothing about how work gets done.
The second failure sits upstairs, where the sponsor usually can't see it. The leadership team signed off in the room and dissented afterward — and the organization read the disagreement correctly, and decided to wait it out.
Four commitments, each with a cost.
Each one costs us revenue we could otherwise take. That's what makes them commitments rather than marketing.
Nobody gets lied to
What we tell your staff and what we tell you are the same information. We put it in writing that no Wheelhouse work will be used to build a case for redundancies — and we say so out loud in the first all-hands, with you in the room. If a rollout's real objective is headcount reduction, we don't take the work.
The people who pitch deliver
The names on the proposal are the names in the room, for the whole engagement. No substitution without your written agreement.
Small on purpose
Engagement teams stay small and senior — engineers led by our founders, coaches drawn from The C-Suite Collective's network. We take the work we can staff properly and decline the rest: above roughly 5,000 affected staff, we'll tell you we're the wrong choice.
The tool belongs to whoever uses it
Every engagement transfers ownership to named people on your team and ends on a date. Success is your workforce operating the tools without us. We're trying to become unnecessary.
The C-Suite Collective's client roster
Who this is for — and what we won't take.
The constraint qualifies buyers. Better you find out here than in a scoping call.
This is for you if
- You're the executive sponsoring an AI rollout at a company of roughly $300M–$1B in revenue
- You carry a board mandate to deploy AI and have no in-house team that's done it before
- Your leadership will tell staff the truth about what AI means for their jobs — before asking them to adopt it
- Your leadership team is willing to be in the room and be worked with
We don't take
- Any engagement whose real objective is headcount reduction, however the brief describes it
- Programs above roughly 5,000 affected staff — we don't have the bench, and we'll say so
- Implementation-only contracts — the engineering without the human work
- Deploy-first clients who treat the strategy work as a delay rather than the foundation
Straight answers.
The questions buyers actually ask, answered the way we'd answer them in the room.
"You haven't done this before as a team."
Correct. Wheelhouse has run no engagements, and anyone telling you otherwise is selling. What has been done before is each half, for twenty years — the coaching by Master Certified Coaches with an established client roster, the engineering by two people who have run technology under deadline in industries that don't tolerate downtime. The pairing is the new part. Price it accordingly, and start with a scope small enough that we have to prove it.
"You're too small to handle us."
Sometimes true, and we'll tell you before you have to ask. Wheelhouse runs each rollout with a small, named team — senior engineers led by our founders, and two to three coaches from The C-Suite Collective's network. Above roughly 5,000 affected staff we're the wrong choice, and a full enterprise transformation office is not something we should pretend to run. What we can do is one department, or one business unit, properly — and if that works you have an internal case study, which is worth more to you than our reassurance.
"We'll just use a large consultancy."
Reasonable, and they can do things we can't. Ask them one question: which named individuals in this room will be doing the work in month six? The leverage model that funds their scale is what makes the answer uncomfortable. Ours is that the people in the room are the people on the proposal.
Then ask a second: who co-funds their AI practice? The large consultancies' AI programs frequently come with co-funding from model vendors, which shapes what gets recommended before you've said a word about your work. Nobody co-funds us. We're model-agnostic — when we recommend a stack it's because it fits how your people work, and we'll swap it the day something fits better.
"We need training, not coaching."
Training teaches the tool. It works when people want to use the tool and don't know how. That's not your situation — your situation is that they know how and are choosing not to, which no amount of training moves. Run the training. Also find out why your usage curve went flat in week nine, because the answer is upstream of the curriculum.
"How do we know you won't tell our staff something we don't want said?"
Because you'll hear it first, and because we agree on the boundary in writing before we start. What we won't do is tell them something untrue, or stay quiet while somebody else does. If your rollout has an objective you wouldn't want stated plainly to the people affected, we're the wrong supplier and it's better for both of us to find that out now.
"Can you help us work out which roles AI can absorb?"
No. That's a different piece of work and we don't do it. Not as a matter of taste — the moment we're the firm that also does that, nothing we say to your staff is believable, and the thing you're actually hiring us for stops working. There are firms who will take it on.
Bring us the rollout before month four.
We'll tell you in the first call whether we're the right size for your rollout — and if we're not, we'll say so and point you at firms who are. No pitch deck.
Book a scoping call→A Rogue Fraction × The C-Suite Collective program