Announcements
We acquired a CEO coaching practice.
Radical Results joins K4M2 AI. The models were never the part that stalled. The leadership team around them was.
Today Radical Results, a coaching practice for founders, CEOs and their leadership teams, becomes part of K4M2 AI. Its programmes continue under their own name. Its founder joins us to lead a new adoption practice that sits alongside our engineering pods.
This will look like an odd purchase for an engineering company, so here is the honest reason. Over four years of deployments, the thing that decided whether a system created value was almost never the model. It was whether an executive team could agree on what the work was for, change who approves what, and hold people to a new way of operating after we left.
We have shipped systems that were technically excellent and organisationally homeless. The evaluation passed, the dashboard went green, and six months later the old process was quietly running beside the new one because nobody senior had decided which of the two was the truth. That is not a model problem or a data problem. It is a leadership problem, and we were not equipped to solve it.
What Radical Results does
They coach the people at the top of companies with ten to a few hundred employees, on live problems rather than case studies. Every session starts with a real performance issue the CEO is carrying that week and ends with something they have committed to do. The programmes run in three shapes: clarity work for teams that cannot yet articulate what they do, growth work for companies past their first year, and long-running one to one coaching for CEOs who need a place to think out loud.
Their clients talk about alignment first and revenue second, in that order, which matches what we see: teams that agree on the goal ship faster than teams with better tooling.
What changes for our clients
Engagements now start with two tracks instead of one. The engineering track is unchanged: find the decision worth automating, build it against your real systems, score it, ship it, the sequence set out in how we work. The adoption track runs in parallel with your leadership team: who owns the workflow after launch, which handoffs disappear, what the people whose jobs change are being asked to do instead, and how the executive group will know whether it worked.
Neither track is optional, and that is deliberate. Adoption sessions are scheduled from week one rather than bolted on at handover, because by handover the decisions that matter have already been made by default.
What does not change
Radical Results keeps taking clients who have nothing to do with AI, and we are not turning a coaching practice into a funnel. Coaching without a system to point at is still worth paying for, and a system without leadership behind it is what we are trying to stop selling.
Our pricing model is the same, the engineering team is the same, and nothing about your data handling changes: work still runs where your controls require: your cloud, your infrastructure, or an approved provider.
If your last AI project was technically fine and went nowhere, the second track is the one you actually needed. That failure mode has a shape, and we described it in the piece on the value gap. Bring us the workflow and the org chart, and we will tell you which of the two is the harder problem.
Bring us the workflow and the org chart.
Thirty minutes, no deck. We will tell you whether your next win is an engineering problem, a leadership problem, or both.