Why we're hiring

Enterprises are sitting on roughly a third more productivity than they are getting from AI, and the gap is almost never the technology. It is confidence, skills, incentives and habits. People who have watched three tools land badly and have no intention of trusting a fourth.

Most consultancies treat that as the last workstream on the plan. Training, a comms pack, a launch email, and a slide claiming adoption. We think it is the whole job, which is why people-first is one of the two things this firm is built on, and why we are hiring someone to lead it properly.

That's you. The person who works out how the change actually happens, designs for the organisation as it really is rather than as the org chart implies, and stays until people are working differently.

What we're building

We were founded for enterprise-wide AI transformation. Not tools. Not pilots. Not a proof of concept that impresses a steering committee and then quietly dies.

The organising idea is what we call the enterprise operating system, the layer that sits above a company's existing systems and lets AI actually run decisions, rather than sitting beside the business producing insight nobody acts on. Small, senior teams work directly alongside client staff to build it, priced on the outcome rather than the hours. When adoption doesn't happen, we don't get paid, which tends to concentrate everyone's attention on your part of the work.

The clients are household names. Mining, energy, consumer healthcare, aviation, industrials, legal, private equity and real estate, mostly enterprise-wide programmes rather than a single function, and mostly the kind of decisions that show up in an annual report.

We are around twenty people and well funded, so this is a chance to define a discipline inside a firm rather than join a change practice four hundred people deep and inherit someone else's playbook.

The job

Design for the humans who have to use it. Their fears, their motivations, their daily routines, and the political reality they actually work in. Adoption is engineered in from the first week, not bolted on at the end.

Treat resistance as a signal. Scepticism and friction tell you something true about the design. We would rather you redesigned the thing than wrote a comms plan around it.

Build the capability that outlasts us. Coaching in the flow of the work, teaching senior leaders enough to make their own judgements on AI, and creating the groundswell of skill and confidence that keeps the value coming after we have gone.

Work across the whole engagement. You would contribute to the business case, the operating model design and the roadmap, sit in the room when the sequencing is argued out, and hold the line on what people can realistically absorb.

Show the change is real. Sponsor enthusiasm isn't adoption. The SteerCo loving the demo tells us nothing about whether the team picked it up on Monday morning, so you would define what we measure and hold us to it.

Make it a practice. You would be the first hire dedicated to this, so the patterns, the methods and the standard become yours to set.

What good looks like

Six months in, you are trusted by client leaders well beyond the programme team, one engagement has visibly changed how people work rather than how they talk, and the rest of us are designing adoption in earlier because of how you work.

A year in, there is a way Valliance does organisational change, it is recognisably yours, and clients are asking for it by name.

What we're looking for

We would struggle without:

• Six to ten years in organisational change or development, whether that came through a formal discipline such as organisational design, occupational psychology or OD, or through leading change and adoption on large programmes. We care about the depth, not the route to it

• Real breadth alongside it. You can hold your own on a business case, an operating model or a roadmap, and you understand how the commercial argument gets made

• Range across industries, with one or two you know well enough to be useful on day one

• AI-forward, genuinely. You work with these tools every day, you have views on where they help and where they don't, and you can teach a sceptical executive to use one without patronising them

• Enough comfort with enterprise technology to be credible. You don't need to architect anything, but you should know how ERP, cloud and data platforms shape what is possible for the people using them

• Evidence you have stayed until behaviour changed. Anyone can run a launch

It would help:

• Facilitation range. Executive workshops one day, a shift team the next, and the sense to know they need different things

• Experience under a private equity clock, where the change has to land in quarters

• Dutch, if Amsterdam is home

We care more about what you have carried than where you trained. If your background is unusual and the work stands up, write to us anyway.

This isn't for everyone, and that's ok

We move fast, we set the bar high, and we say what we think in the room rather than in a side chat afterwards. That suits some people enormously and wears others out.

If change to you means a communications plan and a training curriculum, you will find this uncomfortable, because we will ask you to redesign the solution instead. If you want a large programme machine around you, there isn't one. And you would be on a real client engagement from your first week, at full commitment, because we don't do shadowing. Support is everywhere, hand-holding isn't.

How we work

Five things we hold each other to, and they show up daily rather than on a wall.

Outcome-obsessed. Every decision passes one test, which is whether it makes the client more successful. If a result cannot be measured, it isn't worth achieving. And client outcome doesn't mean client compliance. When the brief is wrong we say so.

Proactive. Nobody here waits to be told. We adapt to ambiguity with structure rather than drama, and we would rather build the prototype than write the hundredth deck. Everyone here is an engineer, at heart or at hand.

Exceptional. If we wouldn't put our names on it, it isn't ready. No AI slop, no half-finished thinking. Pride, though, is not ego, and we drop our own work the moment the evidence turns.

Restless. Engineers learn consulting, consultants learn engineering, and everyone stretches sideways because client problems don't respect discipline boundaries. Figuring something out and keeping it to yourself is half a job done.

Open and honest. We tell clients what they need to hear rather than what they'd like to. With each other, seniority doesn't decide whose idea wins. It's fine to lose it occasionally when you care about something, and equally fine to be called out for it there and then.

What we won't ask of you. Four nights a week in a hotel. Chasing a utilisation number. Selling a platform we happen to resell. Writing a deck nobody will act on. Pretending to a certainty you don't have.

What we commit to you

We ask a lot, and we know it, so here is our half of the pact.

Competitive salary depending on experience. Pay is decided by a compensation committee against contribution, craft and culture, never by who was loudest in the room.

Four hours of protected learning time every week through Compass, our Friday session where the whole firm shares what it has learned and brings in outside voices. Two coaches from your first week, one inside your discipline and one outside it, and you can change either whenever you like.

Room to grow sideways as well as up. Your discipline is a home base rather than a fence, so consultants here build, engineers consult, and the work you get is matched to what you can do and what you want to learn next.

No formal departments, no reporting lines, and no tolerance for political games. Instead there are guilds for each craft, practices around the capabilities we are building, and a firm that defaults to oversharing so you always know where things stand.

Flexible working with core hours and a mix of home and office, based in central London or Amsterdam. Private medical and dental cover, mental health support and a wellness programme. Pension contributions. Cycle to work through salary sacrifice.

And people worth spending your week with. Meet the team.

How to apply

Send your CV and anything that shows how you think to careers@valliance.ai, with "Value Consultant – Organisational Change" in the subject line. If you have a story about a change that didn't land and what you learned from it, lead with that.

Four stages, and we move quickly.

1. A call with one of our leaders. Your experience, what you want next, and whether our model makes sense to you.

2. Time with the team. The consultants and engineers you would actually be working with.

3. A practical task. A real problem, a couple of hours, and every AI tool you would normally reach for. We want to see how you think with the tools in your hands.

4. A final conversation with a partner. As much about the firm as the role. The decision is made together, by everyone who met you.

We reply to everyone.