Chily Fachler

Their response is not to resist but to lead: make your own information-services team AI-efficient first, report use cases transparently, and ask whether a use case is genuinely valuable or just exciting—and what the business case is.

In a write-up of a Delafeld Partners roundtable, Fachler describes boards pushing AI at CIOs and recommends that CIOs lead by making their teams AI-efficient first, reporting use cases transparently, and testing value and business case before scaling.

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Their principle is “Enable, don't block”: let people across the organisation build solutions on governed tooling, rather than keeping everything inside the IT ivory tower.

Fachler reports that more than 500 of AppsFlyer's 750-plus Make scenarios were built outside the information-services team, on governed tooling, and that this was encouraged. Ranjit Patel, another roundtable participant, offered a separate cost-control idea: pilot with AI, then turn proven solutions into deterministic code as token costs rise.

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They say the approach depended on real collaboration across the business, especially with commercial and learning-and-development teams, because adoption spreads through functions and teams rather than through a single central directive.

In a post summarising a podcast conversation with Matt Peters, Fachler says genuine AI adoption at AppsFlyer came through a two-tier strategy, working top-down and bottom-up at the same time, and depended on collaboration with commercial and L&D teams. Their departure post traces the same arc: an information-services organisation spanning IT, security, business applications, and business data, followed by an AI transformation that changed how the company worked.

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The leadership frame named in the posts is Patrick Lencioni's The Five Dysfunctions of a Team, and the results are attributed to named teams and sustained trust rather than to tooling or process alone.

In the departure post, Fachler thanks the information-services leadership team by name and says trust in the room and the value delivered made the work possible. In the podcast summary, they tie the same leadership stance to Lencioni's book and the belief that people-first leadership enables the rest.

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They frame the format as an honest exchange rather than a polished presentation, prioritising the testing of ideas with peers over a scripted keynote.

Announcing a July conversation with Giles Delafeld and Ranjit Patel, Fachler describes the format as “no slides, no demos, just an honest peer conversation” about turning board ambition into a credible, practical plan. The Delafeld roundtable write-up follows the same conversation-led pattern.

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Fachler closes six years at AppsFlyer, where the work included building the information-services function and leading company-wide AI adoption, then describes current work advising a number of CIOs on AI strategy and transformation roadmaps—especially the leap from AI experimentation to real organisational transformation.

The departure post says Fachler is working with CIOs as an advisory partner and flags something bigger still to be announced. Later posts show them in peer roundtables and conversations rather than in an in-house executive role.

The posts chart a shift from in-house information-services executive at AppsFlyer to independent adviser to CIOs. The departure post leaves the next step unnamed.

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Start here for the career arc and current offer in their own words.

Fachler describes building AppsFlyer’s information services function from a small, disjointed IT team into an organisation covering IT, security, business applications and business data, then leading what they call the AI transformation: company-wide adoption that changed how the company worked.

• They name the people involved—the founders who hired a CIO from outside high-tech, a manager of six years, and the IT, security, applications, data and development leads—and credit trust within the team, not a tool or mandate, as the key.
• They now advise a number of CIOs on AI strategy and transformation roadmaps, focusing on the leap from experimentation to organisational change.
• The post also flags a larger next step, but does not name it.

For brands planning a campaign

For a fractional CIO engagement, this post defines the offer: strategic advice plus a track record of driving adoption inside one company.

• The “experimentation to transformation” language fits the brief.
• Ask Fachler what changed at AppsFlyer and what a company of your size would need to replicate.

Read it to see whether they align with how your organisation wants to run AI.

Writing up a Delafeld Partners roundtable, Fachler argues that CIOs should not be defensive about AI and cites concrete evidence from AppsFlyer: more than 500 of the company’s 750-plus Make scenarios were built outside the information services team, using governed tooling.

• Fachler encouraged this rather than blocking it.
• Their principle is “enable, don’t block”: tools are now too accessible for IT to keep everything in-house.
• They also relay a cost-control idea from another participant, Ranjit Patel: pilot with AI, then convert proven solutions into deterministic code once the use case is stable.
• Fachler recommends that CIOs keep asking whether a use case is genuinely valuable or merely exciting, and what the business case is.

For brands planning a campaign

This is the governance counterpart to the previous post and the clearest evidence for an adoption engagement.

• If your SaaS company is concerned about shadow AI, Fachler’s position is to govern the tooling, allow building outside the central team, and report use cases transparently.
• The post also offers a ready-made agenda item: control token costs by piloting, then hardening.

Read it before deciding what to ask on a first call.

Fachler summarises a podcast conversation with Matt Peters.

• They describe a two-tier AI adoption strategy that runs top-down and bottom-up simultaneously, relying on collaboration with commercial and learning-and-development teams rather than mandates.
• They also cite a personal motivation—solving business problems with technology—and a people-first leadership stance shaped by Patrick Lencioni’s The Five Dysfunctions of a Team.
• The post points to the episode rather than transcribing it; the detail is in the audio.

For brands planning a campaign

Useful for assessing fit on the internal-adoption-strategy half of a fractional CIO engagement.

• The two-tier framing is specific enough to probe: which tier stalled first at AppsFlyer, what the commercial and L&D teams contributed, and how Fachler would sequence the approach in a smaller organisation.
• Ask for the podcast if you want more detail; the post does not describe it.

It has limited value unless you are assessing credibility through the people they appear alongside.

A short announcement that Fachler was joining Giles Delafeld and Ranjit Patel for a conversation on a Friday in July.

• It frames the question facing CIOs as not whether to adopt AI, but how to turn board ambition into a credible, practical plan.
• The format is an honest peer conversation, with no slides or demos.
• The post links to registration but offers no method, example or argument of its own.

For brands planning a campaign

Confirms that Fachler participates in named CIO peer forums and that turning board ambition into a plan is a recurring theme. Use it to ask about references or their network; it is too thin to support a case on its own.

It depended on collaboration across the business, especially with commercial and learning-and-development teams. The departure post traces the same arc: an Information Services organisation spanning IT, security, business applications and business data, followed by an AI transformation that changed how the company worked.

Fachler explains adoption through the functions and teams involved, using their own operating experience as the example.

For brands planning a campaign

Suited to briefs that need an operator explaining how adoption is built, not just why it matters. Useful for change-management, enablement, and internal AI-adoption vendors whose buyers sit in CIO and information-services teams.

Examples: Source 1 · Source 2

They report that more than 500 of AppsFlyer's 750+ Make scenarios were built outside the Information Services team on governed tooling, and say the era of keeping everything in the IT ivory tower is over.

Fachler grounds the argument in deployment counts and the governance conditions attached to them, rather than a general claim that employees should be free to use tools.

The hedge on rising token costs — pilot with AI, then turn proven solutions into deterministic code — is attributed to Ranjit Patel in the same roundtable.

For brands planning a campaign

Useful for low-code, automation, and AI-governance platforms seeking a practitioner voice on citizen development with guardrails. Ask Fachler to specify the governance model, not just the permission to build.

Examples: Source 1

They argue CIOs should lead: make their own information-services team AI-efficient first, report use cases transparently, and keep asking whether each use case is genuinely valuable and what the business case is.

Fachler turns the question into a set of questions a CIO can put to their own organisation, rather than a maturity framework.

This appears in a post summarising a Delafeld Partners roundtable, so ask Fachler to confirm any details that require a verbatim account.

For brands planning a campaign

Fits campaigns aimed at CIO audiences on governance, use-case prioritisation, or proving value before scaling. Brief Fachler to speak to evaluation discipline rather than tool features.

Examples: Source 1

The departure post thanks the leadership team by name and points to trust in the room as what made delivery work.

Fachler attributes results to named teams and sustained trust rather than process or tooling, and references a specific book as a leadership frame.

For brands planning a campaign

Relevant to employer-brand, leadership-development, and team-collaboration briefs, and to engagements addressing the human side of a technology programme.

Examples: Source 1 · Source 2

For the July session, they describe the format as “no slides, no demos, just an honest peer conversation” about turning board ambition into a credible, practical plan.

Fachler works in interview and roundtable formats, promoting them through LinkedIn posts rather than long-form articles.

The posts do not establish sponsorship, product endorsement, or paid-promotion formats. Ask Fachler about commercial terms and prior sponsored work before committing.

For brands planning a campaign

Brief for conversation-led content — interviews, panel or roundtable participation, moderated peer discussion — rather than a scripted product demo or polished keynote.

Examples: Source 1 · Source 2 · Source 3

The departure post closes six years at AppsFlyer, describes current work advising CIOs on AI strategy and transformation roadmaps—particularly the leap from experimentation to organisational transformation—and refers to something larger still to be announced. Later posts place them in peer roundtables rather than as an in-house executive.

Fachler frames career transitions as problems to work on, not title changes.

Ask Fachler about their next step before making claims about future plans.

For brands planning a campaign

Appropriate for campaigns seeking an independent adviser rather than a vendor employee, including fractional-CIO and advisory engagements. Confirm Fachler's preferred positioning before committing.

Examples: Source 1 · Source 2 · Source 3 · Source 4

There, they led Information Services across IT, Security, Business Applications and Business Data, and drove company-wide AI adoption.

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They thanked Giles Delafeld for hosting and mentioned Delafeld's AI accelerator.

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Sandvei's Nordic CIO Pulse series interviews CIOs about those questions, complementing Fachler's peer roundtables and operator account.

Sandvei's posts present other CIOs' perspectives through an interview series; Fachler writes from direct experience running AI adoption inside a company and now advising CIOs, with less emphasis on curating named CIO interviews.

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Rundle focuses on content marketing and founder-led visibility for growing businesses; Fachler focuses on enterprise AI adoption, information-services leadership, and CIO strategy. Rundle's examples concern marketing workflows and client work, not AI governance or IT operating models.

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Both use short, structured takeaways readers can act on.

Goel reports on trends and vendor events across many organizations, including Salesforce's agentic-AI positioning, from an observer or analyst stance; Fachler writes from direct operating experience inside one company and from peer roundtables, rather than covering events.

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The posts draw on conversations with IT executives at banks, telecom and technology companies, and focus on decisions B2B SaaS buyers face now: what happens when teams outside IT build AI tools and want them deployed company-wide; who owns AI agent risk; whether agent oversight belongs in IT, the business or an independent board managing risk, quality and cost; and how work changes for people supervising agents rather than people.

• One post also covers the documentation and lost-knowledge problems that limit what agents can do, and names CRM-to-ERP integration as a standing roadblock to AI deployment.
• Another reads the Salesforce Dreamforce conference through the same lens: the platform repositioning itself as an AI company, software increasingly separated from its user interface, and AI adoption across enterprises still highly uneven.
• For a SaaS company seeking an informed external view of the agentic AI landscape before committing budget, this is a stronger starting point than an operator: the material is deliberately cross-company and current.

Goel’s posts synthesize other executives’ experience; they don’t show Goel running a company’s transformation.

• There’s no evidence of owning an IT function, carrying an adoption programme through or being accountable for an AI rollout’s results—the work a fractional CIO is hired to do.
• Treat this as market intelligence and peer-level pattern spotting: useful for framing questions and choosing where to place bets, but no substitute for someone who has delivered the change.
• If a campaign needs both, add this to the engagement rather than swapping it in.

Examples: Source 1 · Source 2

The two posts are interview write-ups from a Nordic CIO series, each built around a named CIO’s perspective: trusted data, unified infrastructure and governance before AI capability, so value reaches the branches and frontline that run the business; and the shift from using AI to be more productive to redesigning how work gets done, guided by the principle that the team building a solution owns whether it works, gets adopted and keeps creating value.

• Buyers seeking a recurring programme of peer voices rather than one adviser in the room get a named community of senior IT leaders, a published interview format and framing tested with Nordic practitioners.
• For a SaaS company seeking advisory support, this fits a content or convening component better than core advisory work.

The posts report other people’s work; they don’t indicate that the poster has run an AI transformation inside a company.

• That leaves the operational depth required for a fractional CIO engagement unproven.
• The alternative also changes the engagement: it offers a network, a series and commentary on adoption, not a fractional CIO accountable for your rollout.
• The settings—a decentralised Nordic building-materials cooperative and a fashion group—don’t map directly onto a SaaS company’s systems, buyers or pace.
• Choose it for Nordic CIO access and a published conversation series; keep core advisory elsewhere.

Examples: Source 1 · Source 2

The posts describe three situations B2B leaders bring: reinventing the wheel with every post and outreach effort because the message isn’t consistent; relying entirely on personal networks for growth and needing a wider audience; or publishing content about their own process and stages rather than what buyers get.

• Another post tackles the founder-as-bottleneck problem: when everything lives in the founder’s head, content creation falls to them and stalls whenever client work takes priority.
• The proposed fixes are to document the strategy first, hand over creation and use a framework of evergreen posts so social feeds don’t dictate the whole plan.
• For a SaaS company with strong but invisible advisory work, this tackles the actual constraint faster and more cheaply than an advisory retainer.

This is a different job with a different deliverable.

• The posts don’t cover AI transformation, internal adoption, governance of shadow AI or IT operations, so engaging Rundle instead of a fractional CIO adviser would leave a SaaS company’s central problem untouched.
• Use the advisory engagement for the transformation itself, and add this kind of content work to turn that experience into a visible, repeatable message.
• The material also addresses founders and leaders of services businesses as much as SaaS teams, so treat the examples as directional, not a like-for-like template.

Examples: Source 1 · Source 2