Independent counsel for boards governing AI, executives running transformation, and investors who need digital value creation that is evident at exit.
Fabio Di Memmo — former Chief Digital Officer; AI transformation & governance owner. CPG, pharma, packaging and medical devices, across 21 countries and four continents.
Technology decisions are now board decisions — taken by people who have rarely operated the technology themselves.
Boards are asked to govern complex AI and technology they have never operated — and to evidence that oversight to investors and regulators.
Transformations fail in organisation and culture, not in the technology. The programme is rarely the problem; adoption is.
Private equity needs digital and AI value creation that is measurable during the hold and evident at exit.
Five ways to work together — from a single board seat to a full portfolio-company agenda.
Independent digital voice on your board. Pragmatic AI oversight that investors, executives and regulators can trust.
Where AI compounds your existing advantage — not where it automates what anyone can automate. A retained sparring partner before capital is committed.
The unbiased truth about your ERP or CRM programme, early enough to take corrective action and protect EBITDA.
Digital due diligence, 100-day agendas, and AI margin and revenue expansion programmes across portfolio companies.
Building and mentoring your next generation of digital leaders and operational AI champions — including first-100-days support for newly appointed executives.
I spent my executive career where technology meets the factory floor and the P&L: as Chief Digital Officer — promoted from VP Digitalization & Chief Data and Analytics Officer — after earlier years in consulting.
I led a $300M transformation programme spanning ERP and AI across 52 production and logistics sites in 21 countries, took IT spend from 2.6% to 1.7% of sales while doing it, and built AI products that cut client time-to-market by up to seven months — work documented in a published Gartner case study.
I have lived and worked across American, European and Asian business cultures, and contribute to international executive committees without a translation layer. My conviction is simple: technology delivers value only when people carry it.
Most AI programmes automate what anyone can automate. The value compounds where you already have an advantage.
Efficiency bought with generic AI is efficiency your competitors can buy tomorrow. AI applied to what you already do better than anyone else — proprietary process know-how, decades of parameters, expertise locked in people’s heads — turns a competence into a product: scalable, patentable, defensible.
That is how a moat gets wider instead of narrower, and it is the work I have done before, not a theory I am proposing.
A three to four week diagnostic answering one question: which of our know-how, once modelled, becomes a product, a patent or a barrier?
Precedent: at Aptar, physical and chemical compatibility know-how became AI models — testing time to zero, client launches 30–60% faster. Published as a Gartner case study. Read it →
Two different disciplines, verified by two different institutions: modernising the core, and creating business value with AI.
For a single-wave S/4HANA and RISE migration across all plants — an approach most organisations attempt in phases over years.
“Create a Business Value Generating D&A Product” — how AI-based virtual testing removed a seven-month bottleneck from clients’ product launches.
Board seats · Advisory mandates · Fractional and interim leadership · Keynotes
fabio.dimemmo@dimemmoadvisory.com +39 335 601 0678