Associate Director, AI Strategy, EY-Parthenon

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Associate Director – AI Strategy

Key Responsibilities

Lead engagement execution

• Lead sizeable workstreams and selected end-to-end AI strategy engagements, acting as the primary day-to-day client lead and ensuring delivery of commercially impactful outcomes, with oversight and support from Directors and Partners
• Convert broad client questions into clear hypotheses, issue trees, workplans, analytical requirements, stakeholder plans and decision points
• Own the day-to-day management of engagements, including team deployment, timelines, dependencies, deliverable quality, client governance, scope management and engagement economics

Deliver enterprise AI strategies

• Assess an organisation’s AI maturity, strategic ambition, business priorities, technology landscape, data readiness, talent base and governance capabilities and translate findings into clear strategic recommendations, investment priorities and executive decision points
• Identify, quantify and prioritise AI value creation opportunities across growth, productivity, cost, risk and customer outcomes, linking opportunities to measurable business impact.
• Develop and prioritise portfolios of AI use cases using commercial value, strategic relevance, feasibility, risk, data readiness and time-to-impact criteria
• Define target AI operating models, including decision rights, governance, funding, delivery structures, talent requirements and collaboration between business, technology, data and risk teams
• Evaluate build, buy and partner choices, including the implications of foundation models, cloud providers, specialist AI vendors and existing enterprise platforms
• Develop practical AI roadmaps, investment requirements, business cases, capability-building plans and implementation priorities based on the guidance from Directors, Partners and EY Experts, balancing value, feasibility, organisational readiness and implementation risk

Deliver AI-focused transaction work

• Lead or support buy-side AI due diligence for private equity and corporate investors, assessing the risks from AI to the business model / credibility and commercial relevance of a target’s AI capabilities and strategy
• Assess whether claimed AI capabilities are proprietary, defensible and material to the investment thesis, rather than superficial product features or repackaged third-party functionality

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