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Flywheel Advisory

Advisory, packaged. Pick the engagement that fits the decision.

Enterprise AI strategy and technology due diligence, scoped into clear engagements with a defined timeline, deliverables, and outcome. No open-ended retainers. You know what you are buying before you start.

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The engagements

Four ways to work with us

Enterprise 3–5 weeks

AI Transformation Sprint

Who it's forEnterprises that need AI to become shipped capability, not a proof-of-concept graveyard.

ScopeA focused read on where AI compresses cost, unlocks a product, or changes the operating model — turned into a sequenced roadmap your teams can execute.

Deliverables
  • Opportunity map, ranked by return and effort
  • Sequenced 12-month roadmap with owners
  • Delivery-discipline plan so it actually ships
  • Executive readout for the board

OutcomeYou leave with a plan your teams can start Monday, not another slide deck.

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Investors 2–3 weeks

Technical Due Diligence

Who it's forPE firms, venture investors, and founders pricing or defending a deal.

ScopeProduct, architecture, and team assessed against the thesis and the price, with the deal-moving risks named plainly and the path to fix them costed.

Deliverables
  • Decision-ready diligence memo: invest, walk, or renegotiate
  • Architecture and scalability risk read
  • Engineering team and delivery assessment
  • Remediation cost and timeline estimate

OutcomeA clear-eyed read on whether the technology and team can carry the plan, fast enough for a live process.

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Enterprise 2–4 weeks

Engineering Org Audit

Who it's forLeaders whose delivery has stalled and who need to know why.

ScopeTeam topology, hiring, and delivery practice examined so the org compounds instead of clogs — the same playbook used to lead 500-plus engineers at Adidas, adapted to your stage.

Deliverables
  • Team topology and structure diagnosis
  • Velocity and delivery-flow analysis
  • Prioritized org and process changes
  • Hiring and capability plan

OutcomeA concrete plan to lift velocity without adding headcount for the sake of it.

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Ongoing Ongoing

Fractional CTAIO

Who it's forCompanies that need operator-level technology judgment in the room, but not a full-time hire.

ScopeCTAIO-altitude leadership for a board prep, a critical build, or a turnaround — in the room, accountable to the outcome, for as long as the mandate runs.

Deliverables
  • Hands-on technology leadership
  • Board and investor communication
  • Architecture and hiring decisions
  • Accountability for the outcome, not just advice

OutcomeSenior technology leadership when you need it, without carrying a permanent seat.

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How engagements run

The same shape every time

  1. 1

    Scope

    We agree the decision on the table and what a good answer looks like.

  2. 2

    Assess

    We go deep on product, architecture, team, and the AI opportunity.

  3. 3

    Recommend

    We hand you a decision-ready read with risks named and costed.

  4. 4

    Support

    We stay close through execution when the mandate calls for it.

Thomas Prommer, Group CEO & CTAIO

Every engagement is led personally by Thomas Prommer, Group CEO and CTAIO. Ex Global SVP Engineering at Adidas, ex CIO at Sweetgreen, Senior Technology Advisor at Bain Capital. Named HotTopics Global CIO 2026.

  • 20+Years
  • 1,000+Engineers led
  • $2B+Revenue impact
  • 50+Fortune 500

Selected engagements: Berenberg, McKinsey & Company, Bain Capital. Full profile →

Common questions

What does Flywheel Advisory actually do?

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.

Who leads the engagements?

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.

How is technical due diligence different from a consulting audit?

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.

Do you only work with large enterprises?

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.

Not sure which engagement fits?

Tell us the decision you're facing and we'll point you at the right one, or scope a custom mandate.

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