The problem is…
You know AI is real.
You're just not sure what to do about it.
You've approved the pilots. Sat through the demos. Read the reports. And still don't have a clear answer to the questions that actually matter — because the information available to most leaders doesn't add up to a picture you can make decisions from.
Should we be moving faster?
The competitive window might be closing. The cost of waiting could be higher than it looks.
Or are we taking on too much risk?
The downside is real too. Not every bet in an uncertain environment pays off.
Do we have enough information to act?
The landscape keeps shifting. Maybe the right move is to wait for it to settle.
These aren't the wrong questions. They just can't be answered without a clearer picture.
The Approach
Clarity isn't something you find. It's built.
Stage by stage. Understanding first. Alignment second. Action third. Skip ahead and you're still lost, just moving faster.
I help leadership teams build it.
Understand
The work starts by building a real picture — not fragments or vendor pitches. Where AI capability actually sits today. Where it's heading and how fast. Who the major players are and what they're building. What's real versus what's marketing. What your industry looks like through that lens, and what it means for the specific decisions your organization is facing. Most leaders are navigating on incomplete maps. This is where the map gets made.
Read the essay →Accept
Understanding changes what you know. Acceptance changes what you do. They are not the same thing, and most organizations confuse them — that's where progress stalls. The gap between knowing something and being willing to act on it is where most AI initiatives quietly die.
Read the essay →Act
Action is where understanding and acceptance become real. Real commitments. Real owners. First moves specific enough to survive Monday morning.
Read the essay →If what you've read resonates, the Starting Session is where most engagements begin.
Essays
Go deeper.
01 — Understand
The Trajectory, Not the Features: What AI Leadership Actually Requires
Most executives are sitting with the same private question: do I understand this well enough? The answer is that they've been aiming at the wrong bar.
Read →02 — Accept
Stop Observing, Start Navigating: The Hard Work of AI Acceptance
Understanding changes what you know. Acceptance changes what you do.
03 — Act
The Four Layers: Building an AI Strategy That Doesn't Collapse
Building an AI strategy that doesn't collapse means getting the sequence right.
Offerings
Five offerings. Each stands on its own.
Structured around the three stages of the work — Understand, Accept, Act. You don't have to move through all of them. Most people begin with the Starting Session: one hour, real value, no commitment beyond that.
Where It Starts
60 minutes
The Starting Session
Before we speak, you complete a brief diagnostic covering your personal AI orientation, your organization's readiness, and the friction specific to your situation. Tyler uses those responses — alongside independent research into your industry — to prepare a substantive brief. The conversation starts from a specific picture of your organization, not from introductions.
- A specific picture of the friction holding your organization back — surfaced before the call, not discovered during it
- An honest answer to the most important question your team needs to resolve
- A candid assessment of whether a deeper engagement makes sense
2 hours
The Understanding Session
Before the session, up to 100 people across your organization complete a brief diagnostic — mapping personal AI orientation, adoption patterns, and where resistance actually lives. Tyler doesn't arrive to observe your organization. He arrives with a calibrated view of it.
- A shared, research-backed picture of AI in your industry — grounded in what's actually happening, not vendor projections
- A map of your organization's actual readiness, including the things your leadership team may not know yet
- The common language your team needs to make decisions together, not just discuss them
- A written synthesis and curated reading delivered after the session
Deeper Engagements
The Acceptance Intensive
InquireA full-day session that moves your team from shared understanding to shared belief.
The Action Intensive
InquireA full-day session that turns aligned belief into specific, executable commitments.
Ongoing Advisory
InquireTwo sessions per month. No fixed agenda. For leaders who recognize the cycle doesn’t end.
Requires completion of at least the Understanding Session.
I'm Tyler Scriven
I've spent twelve years inside organizations where the stakes of getting AI wrong were real.
For the last six years, I was Co-Founder & CEO of Saltbox, a venture-backed company rethinking physical infrastructure for the next generation of commerce. Before that, I spent six years as Chief of Staff to the President & CTO at Palantir. I also serve on the City of Atlanta's AI Commission, where I support city leaders in exploring, evaluating, and providing guidance on using AI to improve city services and governmental efficiency.
Through Hazy Lane Advisors, I work with leaders who are serious about integrating AI into how they think, operate, and lead — not just how they automate. More broadly, I work with leadership teams on the harder, quieter problems: building shared conviction, making honest decisions under pressure, and closing the gap between knowing what to do and actually doing it. I don't deliver playbooks. I help leaders develop their own.
I write about leadership, AI adoption, and the psychology of decision-making.
In AI, doing nothing
is a decision.
Eighteen months from now, two kinds of organizations will exist. Those that got oriented and moved. And those that stayed busy without getting clear. The difference between them isn't resources or intelligence. It's whether the leadership team did the work.
The drift
Before the work.
- Eighteen months of activity with no shared direction to show for it.
- Everyone on the leadership team has a different picture of what AI means for the business.
- Pilots were launched, didn't produce results, and quietly stopped.
- The board keeps asking questions the team can't answer consistently.
- Competitors who took the time to get oriented are moving with more confidence.
The clarity
After the work.
- The leadership team looked at the same landscape together and built a shared picture.
- The disagreements that had been running beneath the surface came out and got resolved.
- Decisions that had been deferred for months became straightforward.
- The board conversation changed because the team's answers were finally consistent.
- The first moves held — because the reasoning behind them was something everyone owned.
Common Questions
Things people ask before they reach out.
01
How is this different from hiring a management consulting firm?
A large firm runs a months-long engagement with a team you'll rarely interact with directly, producing recommendations your leadership team then has to decide whether to actually believe. I work with your team directly, over a much shorter arc, with one goal: producing clarity your team built — not conclusions handed to you from the outside. The goal is never for you to adopt my view. It's for you to develop a clear, honest view of your own — one that holds when I leave the room.
Contact
Start a conversation.
Tell me what you're navigating. If I can help, I'll tell you how. If I can't, I'll tell you that too.
Most of the conversations I have start the same way — a leader who knows something has to change, but isn't yet sure what that means in practice. That's a fine place to start.
Direct line
interest@hazylane.co