Robert Hatta began by clarifying the firm's future-state vision for AI: what the practice would look like with automation in place, and what business outcomes mattered most. In phase two, he audited the current team's capabilities and organizational structure, mapping roles against the functions required to execute an AI initiative. The central finding was stark: the firm had no product management function at all. Without someone to translate AI use cases into actionable build cycles, connect technical and business stakeholders, and run test-and-iterate processes, no AI initiative could gain traction regardless of which tools were selected. In phase three, Robert presented a gap-closing roadmap to leadership. Rather than recommending software, he introduced the leadership team to product practitioners from the technology industry — broadening their frame of reference before the search began. He then led an executive search that placed a new Head of Product Development with experience building engineering and product teams at leading tech companies. That hire became the catalyst for both structural and cultural change, enabling the firm to restart its AI adoption effort with the organizational foundation it had previously lacked.