Flywheel Advisory pairs enterprise AI strategy with technology due diligence. For operators, that means turning AI from a slide into shipped capability. For investors, it means a clear-eyed read on the product, the architecture, and the team behind a deal.
The thesis
Most technology advice is written by people who left the arena years ago. Ours is written by people still in it — running an AI-native group of operating companies, shipping products every week, and living with the consequences of every architectural call.
That is the whole difference. When we tell an enterprise where to place its AI bets, it is because we are placing the same bets ourselves. When we tell an investor a codebase will not survive its next scale phase, it is because we have carried teams through exactly that wall. Judgment earned in production travels; a generic maturity framework does not.
We start from the business, not the model. Where does AI compress cost, unlock a new product, or change the operating model — and in what order? You leave with a sequenced roadmap your teams can actually execute, and the delivery discipline to make it stick.
Velocity is a function of structure. We shape team topology, hiring, and delivery practice so the org compounds instead of clogs — the same playbook used to lead 500-plus engineers at Adidas, adapted to your stage.
For PE, VC, and founders: a read written for a decision. Product, architecture, and team, assessed against the thesis and the price, with the deal-moving risks named plainly and the path to fix them costed.
When you need operator-level technology judgment in the room but not a full-time hire — board prep, a critical build, a turnaround — we step in at CTAIO altitude and stay accountable to the outcome.
You know AI reshapes your category. You need it to become shipped capability with measurable return — not a proof-of-concept graveyard. We bring the strategy and the execution discipline to get there.
You are pricing a deal or defending a thesis. You need to know whether the technology and the team can carry the plan. We give you a clear, decision-ready read — fast enough for a live process.
The principal
A global technology executive with 20+ years leading AI-driven transformations for Fortune 500 enterprises. Former Global SVP Engineering at Adidas, CIO at Sweetgreen, and Senior Technology Advisor at Bain Capital. Educated at KIT, Carnegie Mellon, MIT Sloan, Harvard, and Wharton. Named HotTopics Global CIO 2026.
Selected engagements include Berenberg, McKinsey & Company, and Bain Capital.
Two things that reinforce each other: we help enterprises design and execute AI strategy and digital transformation, and we run technology due diligence for private equity firms, venture investors, and founders. The same people who build and run engineering organizations are the ones who assess them for investors.
Thomas Prommer, our Group CEO and CTAIO, leads advisory personally. He was Global SVP of Engineering at Adidas (500+ engineers), CIO at Sweetgreen, and Senior Technology Advisor at Bain Capital. You get operator judgment, not a slide deck from someone who has never shipped.
Due diligence is written for a decision — invest, walk, or renegotiate. We assess the product, the architecture, and the team against the thesis and the price, then hand you a clear read on the risks that actually move the deal, not a generic maturity score.
No. Enterprises come to us for transformation; investors and founders come to us for validation. Engagements scale from a focused two-week diligence sprint to a multi-quarter transformation program.
A build to get right, a transformation to sequence, or a deal to de-risk — start here.
Get in touch