1. From your perspective, what makes Visorway's approach to consulting fundamentally different from traditional service models?

In my experience advising Swiss public entities, the biggest barrier to good procurement apart from experience and deeper understanding of procurement processes is the time and friction to get started. Today, many organizations either copy templates from previous projects, invest weeks training or recruiting internal staff, or wait for external consultants to become available. In all cases, you're looking at days, weeks, or even months before you can properly structure a tender.

What excites me about Visorway is the idea of a digital advisor that's available immediately, just a few clicks away. It's far easier to review and refine content that's already structured than to create everything from scratch. A quick, simple start to every sourcing project removes that initial paralysis and lets teams focus on the strategic decisions rather than fighting with blank pages. That shift from 'weeks to start' to 'minutes to start' is genuinely transformative for how public procurement can operate.

2. You've reviewed our expert-validated agent systems. What impressed you most about how Visorway captures and scales consulting know-how?

What impressed me most is how Visorway guides you through the expert's thought process step-by-step. Rather than facing a blank page, you're walked through the same logical path a senior consultant would take, with the system prompting the right questions at the right moments. This structured guidance ensures nothing critical gets missed.

3. Where do you see the biggest pain points in organizations today, and where could a platform like Visorway create the fastest, most tangible improvement?

There's one pain point I see consistently across both public and private procurement: the inability - or unwillingness - to think from the supplier's perspective before the tender goes live.

In public procurement, you cannot change the fundamental principles of your Request for Tender after publication. This means you need solid preparation with a realistic view of how suppliers will interpret and respond to your requirements. In the private sector, the problem is different but related - organizations often don't want to commit to evaluation criteria upfront, or they change their minds after seeing offers.

Both scenarios require what I call a 'future view' - the ability to imagine how your tender will be received, what questions suppliers will have, and where ambiguities will cause problems. This perspective shift needs to happen before suppliers are involved. In my experience, often times teams cannot form these thoughts, because they are too involved in the details of the specification of their need; it helps to have a consultant to guide them through questions and help them visualize the supplier journey.

This is exactly where a platform like Visorway could create immediate, tangible impact. If the AI advisor can systematically walk teams through that perspective shift - asking 'How will suppliers interpret this?' 'What will they struggle with?' 'Where are you creating unnecessary risk?' - it could prevent the most common and costly mistakes before they happen. That's faster and more scalable than waiting for a consultant to become available.

4. What role do you see human advisors like you playing in shaping an AI-native consultancy?

I believe AI will be an incredibly powerful assistant, but for the foreseeable future, it won't replace the complex, interdisciplinary thinking that procurement expertise requires. Optimizing a procurement project demands simultaneous knowledge of law, market dynamics, business strategy and needs, and procurement practice. That synthesis - especially in ambiguous or high-stakes situations - still requires human judgment.

What excites me about the hybrid model is that AI can make the process better and faster. It can potentially uncover aspects that even experienced human teams might miss. It can ensure consistency and reduce the cognitive load of routine decisions. But when it comes to navigating the truly complex trade-offs - balancing legal risk against market reality, or deciding when to push boundaries versus play it safe - that's where human advisors add irreplaceable value.

My role, as I see it, is twofold: First, to help ensure that Visorway's AI systems are asking the right questions and encoding genuine consulting logic - not just generic best practices. And second, to be available for the moments when clients need that deeper expertise - when the AI has structured the problem well, but the decision requires judgment that only comes from years of hands-on experience. That combination of AI efficiency and human depth is what will make this approach genuinely different.