Ari Magalhaes

I advise boards and executive teams on AI strategy, investment decisions and responsible implementation. My work focuses on where AI can create measurable commercial value, what it will take to deliver that value and how organisations can manage the risks involved.

I am a Non-Executive Director, economist and founder of OmniStrategic, with more than 15 years of experience in commercial strategy, financial performance and organisational transformation across Australia and international markets.

My experience includes:

• Board-level financial and technology oversight: Current directorships with organisations generating $70M-$380M in annual revenue, including committee responsibilities covering finance, audit & risk, and data governance & emerging technology.

• Major investment and transformation: Experience supporting governance of a $1.3 billion energy construction program and developing major technology investment strategies.

• Commercial performance: A track record of financial recovery, operating model redesign and measurable cost and productivity improvements.

• AI-specific expertise: Wharton AI Strategy and Governance certification, Innovating with AI certification and membership of the Governance Institute of Australia's Data Governance Advisory Forum.

How I help organisations adopt AI

I work with leadership teams across Australia and New Zealand, from organisations assessing their first AI opportunities to those needing a clearer approach to existing investments.

AI strategy and investment assessment

• Identify opportunities to improve productivity, financial performance and service delivery.

• Evaluate use cases against implementation costs, expected benefits and organisational priorities.

• Assess whether existing systems, information and staff capability can support the proposed changes.

• Develop business cases and implementation roadmaps that give executives and boards a clear basis for investment decisions.

AI governance and organisational readiness

• Assess current AI use, including informal adoption and gaps in organisational oversight.

• Develop practical governance arrangements covering privacy, accountability, data protection and human oversight.

• Establish processes for evaluating proposed applications and monitoring their performance.

• Support boards and executive teams to understand their responsibilities as AI adoption expands.

Implementation and transformation

• Prioritise opportunities according to commercial value, feasibility and risk.

• Work within existing technology environments where appropriate.

• Translate strategy into implementation plans with defined responsibilities and measurable outcomes.

• Support management in assessing progress, resolving delivery barriers and determining when to expand AI use.

Selected experience

Research and sensitive data

For a federally funded research organisation, I conducted a systems and data review that identified fragmented processes and unmanaged AI use. I developed a governance framework covering data sovereignty and privacy impact assessments, supported by a staged roadmap for AI adoption.

The work established a structured basis for evaluating future AI investments, beginning with administrative improvements and progressing towards more complex applications.

Community services and logistics

For a state-wide community welfare and logistics organisation, I examined information flows and operational constraints, then developed a framework for prioritising AI opportunities.

The assessment considered administrative automation and longer-term applications in logistics and demand forecasting. Cultural safety, data protection and human oversight were incorporated into the evaluation process.

My approach

I begin by understanding the organisation's business model, financial priorities and existing capabilities. This helps establish where AI investment has a credible economic case and what needs to change for the benefits to materialise.

My advice is independent of technology vendors. I consider the tools an organisation already uses and recommend additional capabilities where the investment case supports them.

I bring experience from both sides of the boardroom, having led major transformation programs and now serving as a Non-Executive Director. This shapes how I develop recommendations that management can deliver and boards can oversee.

Through OmniStrategic, I advise on AI strategy and governance, independent AI investment assessments and support for implementation planning.

Based on the Gold Coast, Australia. Available to organisations across Australia and New Zealand.