Dr Steve Hodgkinson is a digital transformation leader whose work focuses on helping complex organisations build strong technology and delivery capabilities, form collaborative partnerships, and develop shared digital services. Hodgkinson also writes about building this “digital fitness” as a foundation for using AI effectively.
Useful for keynote or advisory work on digital fitness and collaborative partnerships for AI readiness.
Best for
Public-sector or large-enterprise leadership campaigns on AI readiness and collaborative vendor relationships.
Not for
Consumer AI app launches needing sponsored short video, product endorsement and engagement metrics.
Key takeaways
AI ambitions need digital fitness: platforms, data, teams, ways of working, vendors, executive confidence.
Vendor relationships should be designed as collaborations, not purchases.
Relational contracting governs long-term outsourcing so parties' interests stay aligned as circumstances change.
Check first: Confirm whether Hodgkinson accepts paid brand work and negotiate terms directly.
Main ideas
AI ambitions need digital fitness first · Leadership style should describe a method, not a character · Vendor relationships should be designed as collaborations, not purchases
Dr Steve Hodgkinson writes about digital transformation in complex organisations, especially public services.
Their posts connect three ideas: build technology and in-house delivery capability over time, make vendor relationships genuinely collaborative, and develop shared services with partner organisations.
They apply that approach to AI, arguing that organisations need sound platforms, data, skilled teams and repeatable ways of working before they can scale AI use.
Their examples include digital systems delivered in a health department, renegotiated IT managed-services contracts at Victoria Police, and SafeScript, described as a national prescription-monitoring system.
These posts offer a practical way to think about leadership and digital change: focus less on buying a quick fix and more on creating the conditions for people to deliver together.
Hodgkinson turns broad calls for digital transformation into a connected operating argument.
In “Concept of Effect,” they name three patterns—Platform+Agile, Collaborative Partnerships and Ecosystems of Co-Production—and link each to a concrete public-sector example.
Their digital-fitness post applies the argument to AI decisions, listing six organisational foundations and explaining why pilots may fail when those foundations are weak.
The Vested conference post gives a more specific account of relational contracting, including how contracts can support collaboration as circumstances change.
Together, the posts help leaders look beyond an AI tool or project to the capabilities and partnerships needed to make change last.
Across the three posts, Hodgkinson argues that results in large, complex organisations come from building capability and designing collaboration, not buying a product or signing a contract.
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For AI, that means treating technology as the last step, after platforms, data, in-house engineering skill and delivery cadence are in place.
For leadership, it means naming the method behind your results rather than describing your character.
For outsourcing, it means contracting for a long-term collaborative relationship instead of a fixed scope of services.
AI ambitions need digital fitness first
Hodgkinson argues that organisations rushing to show "AI hustle" are attempting a demanding event without training.
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Digital fitness cannot be purchased: signing a contract or subscribing to an AI agent builds capability no more than buying a gym membership or rowing machine builds physical fitness.
They list six preconditions for using AI productively rather than performatively: modern, secure, scalable platforms; disciplined data strategy, architecture and governance; in-house teams with hands-on engineering and delivery experience; high-cadence, repeatable ways of working; long-term vendor partnerships built on collaboration; and executive confidence earned through performance.
Where those foundations exist, AI is the next step up from established platforms.
Where they do not, money goes into pilots that never scale, and the technology gets blamed for a capability problem.
The priorities: stop thinking in projects, invest in the in-house team, value foundational capability and delivery cadence over grand ambition, and treat strategic vendors as collaboration partners.
The post draws on a rowing comparison: nobody would enter the Summer Eights regatta at Oxford without adequate training. A photo caption identifies Steve in the Linacre 1st VIII, Oxford, 1990, grounding the metaphor in personal experience.
The earlier "Concept of Effect" post makes the same capability case under the heading Platform+Agile, learned from delivering 60-plus systems over five years at DHHS. This post applies the argument to the current AI moment and says it is more urgent than ever.
Leadership style should describe a method, not a character
Hodgkinson borrows the military idea of a Concept of Operations and turns it into a personal question: what is your Concept of Effect?
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When a recruitment panel asks about leadership style, the safe answer—restating how ethical, capable, competent and personable you are—describes character rather than method and offers no point of difference.
Instead, they name three success patterns: Platform+Agile, which means making deliberate choices about technology platforms, vendors and methods, then using them to help in-house teams deliver consistently and repeatably, one system at a time; Collaborative Partnerships, which means formalising mutually beneficial, long-term vendor relationships through modern relational contracting; and Ecosystems of Co-Production, which means working with peer organisations and strategic vendors on shared, interoperable systems.
All three follow the same logic: create the conditions for people to collaborate, and they will.
Hodgkinson adds, with some surprise, that this approach also produces better outcomes and makes people happier.
Each pattern draws on a stated source of learning: 60-plus systems delivered over five years in DHHS for Platform+Agile; renegotiating IT managed services contracts at Victoria Police using the Vested Way for Collaborative Partnerships; and the incremental evolution of SafeScript as a national real-time prescription monitoring system for Ecosystems of Co-Production. The post ends with a question for the reader: what's yours?
Vendor relationships should be designed as collaborations, not purchases
Hodgkinson contrasts transactional procurement and its waterfall outsourcing projects with partnerships deliberately structured to create shared value.
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The Vested community calls this "relational contracting": a formal methodology for governing sustainable win-win outsourcing partnerships in complex organisations, with governance written into the contract to keep the relationship collaborative as circumstances change.
A Vested deal can establish a new outsourcing relationship, but is also commonly used to fix or reinvigorate a long-standing one in trouble.
The aim is to get more from the relationship than a fixed scope of services.
Hodgkinson is clear about the frictions: procurement legislation does not prevent these deals, but the tendering process must be carefully designed to allow relational contracting.
A deal also needs visionary leadership to set the destination, an experienced coach to get started and a proven methodology to navigate the journey.
Reporting from the 2026 Vested conference in Amsterdam, hosted at EY offices with around 60 attendees, Hodgkinson records the field's scale: 13,000-plus people trained across 928 organisations, 60-plus organisations reporting successful Vested deals, 25 formal case studies, 197 Certified Deal Architects, 47 universities teaching and researching the concepts, and 400-plus articles published.
They note that traction is strongest in Europe, with most deals so far in facilities management outsourcing and growing interest in IT managed services.
Hodgkinson credits Kate Vitasek, Dr Andrew Downard, the Vested Way team, Fredrik Nikolaev and EY for the event.
The methodology is the Vested community's work, not Hodgkinson's own.
Connected organisations are an ecosystem to co-produce with
Hodgkinson argues that organisations are already part of connected ecosystems, whether they acknowledge it or not.
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The sensible move is to embrace that and make it work rather than fly solo.
Scalable platforms, service-oriented architecture, pooled resources and joint work with peer organisations and strategic vendors let several organisations co-produce a solution that none would build as well alone.
Loosely coupled, interoperable systems reduce costs and accelerate innovation for everyone involved.
Hodgkinson cites the incremental evolution of SafeScript into a national real-time prescription monitoring system as an example of shared, interoperable infrastructure serving many organisations at once.
This is the clearest single statement of Hodgkinson’s leadership thinking, and the other posts build on it.
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Newcomers should start here: it names the three patterns that recur across the rest of the material.
Hodgkinson borrows the military idea of a Concept of Operations and turns it into a personal question: what is your Concept of Effect?
When a recruitment panel asks about leadership style, most candidates describe character — ethical, competent, personable — rather than method.
They offer three named patterns instead.
Platform+Agile: avoid transactional procurement and waterfall outsourced projects; choose technology platforms and methods deliberately, then use them to help in-house teams work in a repeatable agile way across one system at a time.
They say this approach was learned from delivering 60+ systems over five years in DHHS.
Collaborative Partnerships: formalise long-term, mutually beneficial vendor relationships using modern relational contracting, a lesson they say came from renegotiating IT managed services contracts at Victoria Police using the Vested Way.
Ecosystems of Co-Production: treat peer organisations and vendors as an ecosystem, use service-oriented architecture and pooled resources, and co-produce solutions, a lesson they say came from the incremental evolution of SafeScript as a national real-time prescription monitoring system.
The three share one logic: create the conditions for people to collaborate, and they do.
For brands planning a campaign
For a keynote or advisory engagement on enterprise AI readiness, this post provides the organising spine.
A talk or workshop can centre on the three patterns, anchored by the DHHS, Victoria Police and SafeScript examples.
The closing question — what is your Concept of Effect? — moves an audience from listening to committing to a method.
The argument: the problem is usually organisational capability and contracting style, not technology.
This directly answers a question buyers are likely to ask in an AI-heavy market: why do so many AI programmes stall?
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It applies the leadership thinking above to the current AI moment and provides a concrete checklist of preconditions.
Hodgkinson argues that organisations under pressure to show 'AI hustle' are racing without the underlying capability to deliver.
The analogy is physical: nobody would enter the Summer Eights regatta at Oxford without training, just as a gym membership or rowing machine does not produce physical fitness.
Digital fitness, likewise, cannot be bought by signing a contract or subscribing to an AI agent.
The post lists the preconditions for using AI productively rather than performatively: modern, secure, scalable technology platforms; disciplined data strategy, architecture and governance; in-house teams with hands-on engineering and delivery experience; high-cadence, repeatable ways of working; long-term vendor partnerships built on collaboration; and executive confidence earned through performance.
Where those conditions exist, AI is absorbed as the next step up from established platforms.
Where they do not, money goes into pilots that never scale, and organisations wrongly conclude that the technology was the problem.
The advice: stop thinking in projects, invest in the in-house team and treat strategic vendors as collaboration partners.
A photo caption notes Steve in the Linacre 1st VIII, Oxford, 1990, linking the rowing metaphor to personal experience.
For brands planning a campaign
This is the strongest entry point for a brief about AI readiness.
It offers a named diagnostic — digital fitness — and a checklist clients can apply to themselves, making it suitable for a keynote, leadership workshop or advisory conversation.
The rowing framing is memorable and works visually at a live event.
For a campaign, lead with the fitness-before-hustle argument and use the six preconditions as the takeaway handout or slide.
This is the clearest evidence that Hodgkinson participates in the collaborative-contracting field rather than merely commenting on it.
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It explains the methodology, how widely it is used and where it remains difficult — useful detail for a second conversation.
Reporting from the 2026 Vested conference in Amsterdam, hosted at EY offices with around 60 attendees, Hodgkinson describes Vested as a formal methodology for governing sustainable win-win outsourcing partnerships in complex organisations.
Governance is written into the contract so the relationship stays collaborative as circumstances change — hence the term relational contracting.
They record the field’s scale: 13,000+ people trained across 928 organisations, 60+ organisations reporting successful Vested deals, 25 formal case studies, 197 Certified Deal Architects, 47 universities teaching and researching the concepts, and 400+ articles published.
They note that traction is strongest in Europe; most deals so far are in facilities management outsourcing, with growing interest in IT managed services; a Vested deal can start a new relationship or repair a long-standing one in trouble; and procurement legislation does not prevent this approach, but the tendering process has to be designed to allow it.
The common thread, they say, is wanting more from an outsourcing relationship than a fixed scope of services.
They also state that deals need visionary leadership to set the destination, an experienced coach to start, and a proven methodology to navigate.
For brands planning a campaign
Use this to support the collaborative-partnerships pillar with numbers and named practice, and to position Hodgkinson alongside a formal methodology rather than as a generalist.
The detail about relational contracting requiring a carefully designed tender is a useful talking point for procurement-literate audiences.
The hosted event context — EY and the Vested community — is also relevant if a client wants introductions within that network.
Hodgkinson argues that AI initiatives depend on an organisation’s existing technology, data, engineering and delivery capabilities.
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They use “digital fitness” to describe building those foundations over time, rather than expecting a new contract or AI tool to supply them. Their recommended practices include modern platforms, disciplined data governance, experienced in-house teams, repeatable delivery and long-term vendor collaboration.
Hodgkinson explains the idea through a rowing-training analogy, then connects it to concrete organisational capabilities and leadership actions. In a separate post, they describe Platform+Agile as choosing platforms and methods that let in-house teams deliver repeatedly, citing 60-plus systems delivered over five years at DHHS as an example.
For brands planning a campaign
A keynote or advisory engagement could help leaders assess whether their foundations can support AI beyond pilots, then identify practical capability-building priorities. The posts support a readiness and operating-model discussion, not a claim that AI adoption will guarantee results.
Hodgkinson contrasts transactional procurement, focused on fixed deliverables, with partnerships designed to create shared value over time.
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They describe formalising collaborative ways of working through relational contracting, and present the Vested methodology as one approach for aligning the parties’ interests and adapting governance as circumstances change. They also say such arrangements can be used to reinvigorate an existing outsourcing deal, not only to establish a new one.
Hodgkinson combines a general argument about partnership design with a conference reflection on Vested, including its use cases and the need to design tendering carefully. They also point to a Victoria Police IT managed-services renegotiation as an example from their own work.
For brands planning a campaign
This is relevant to organisations reviewing strategic outsourcing or struggling to get more value from existing suppliers.
A session could explore how leadership, procurement design, coaching and contract governance contribute to a more collaborative relationship.
Confirm whether Hodgkinson offers Vested certification or a particular commercial service.
Hodgkinson argues that complex organisations should work with peer organisations and strategic vendors where shared platforms and interoperable systems can support co-produced services.
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Their example is the incremental evolution of SafeScript as a national real-time prescription-monitoring system. The point is to treat connected organisations as an opportunity to build services together, rather than having each organisation solve the problem alone.
Hodgkinson frames the subject as one of three recurring success patterns in the “Concept of Effect,” alongside Platform+Agile and Collaborative Partnerships, and links the pattern to a named project example.
For brands planning a campaign
This subject could suit public-sector or other multi-organisation audiences considering shared digital infrastructure, service-oriented architecture or cross-organisation delivery.
A campaign can use the SafeScript example to prompt discussion of coordination and interoperability.
Ask for evidence of the programme’s outcomes and how the approach might fit the audience’s context.
The posts name public-sector organisations Hodgkinson worked with or appeared alongside, but mention no sponsorship, affiliate arrangement, client engagement or commercial offer.
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They describe Hodgkinson leading digital delivery at Victorian public-sector organisations and using a particular partnership methodology.
The posts also place them at a conference hosted at EY's Amsterdam offices, which they attended and wrote up as a learner rather than a contracted partner.
SafeScript, the national prescription-monitoring system, appears in the same post as signature delivery work: it is a government program, not a brand relationship, so it is excluded here.
Victorian Department of Health and Human Services (DHHS)
Employment
Hodgkinson says the Platform+Agile pattern grew out of delivering 60+ systems over five years in DHHS, experience they gained while leading digital transformation in large public-sector organisations.
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Ask for their job title, dates and contract terms to verify the work history and whether it indicates a current affiliation.
Hodgkinson says they developed the Collaborative Partnerships pattern while renegotiating IT managed services contracts at Victoria Police using the Vested relational-contracting method.
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Ask for their role title, the period and whether any agreement remains active.
Hodgkinson attended the 2026 Vested conference in Amsterdam as an executive and consultant seeking to learn the methodology, alongside certified deal architects and coaches.
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They praise the Vested approach and its proponents. Ask whether they have any membership, certification, client work or paid role with the organisation.
EY hosted the Vested conference at its Amsterdam offices; roughly 60 people took part, and Hodgkinson thanks Fredrik Nikolaev and EY for hosting.
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The post records attendance at a venue and expresses thanks, nothing more; it does not describe a client, sponsorship, or employment relationship with EY.
Steve Hodgkinson writes about the groundwork for successful digital change: modern platforms, disciplined data governance, in-house engineering skill and a delivery cadence built over years, not bought.
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They also write about designing long-term, collaborative relationships with vendors and peer organisations so outsourcing creates shared value rather than a fixed scope of services.
Start with the post naming the three success patterns behind what they call a 'Concept of Effect', then read the piece applying that argument to pressure for quick AI results and the reflection on the Vested conference for the collaborative-contracting perspective.
Their recurring argument is that capability comes from doing the work, and leaders should be able to name the method behind their results, not just describe their character.
Both argue that supplier-customer relationships should create shared value over the long run, not be treated as transactions.
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They say collaboration depends on explicit rules: full cost transparency and agreed ways of working on one side, relational contracting written into the contract on the other. Both draw on their own operating experience rather than general commentary.
Silhacek writes from the perspective of small and medium manufacturers and logistics providers working with large global customers, using company culture to examine where those relationships break down. Hodgkinson writes as a public-sector digital executive, focusing on technology platforms, delivery cadence and contract design.
Both argue that procurement and contract management continue long after a deal is signed, and question whether large organisations are ready for the practical consequences of adopting AI, beyond the headline benefits.
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Both also work in and around public-sector settings and write first-person accounts of industry events.
Kershaw writes as a digital procurement practitioner, examining the AI procurement lifecycle—markets, competition, contracting, contract management and contract closure—as well as gaps in global AI procurement standards and market intelligence. Hodgkinson focuses on building the delivery capability and partnership structures that make technology work, from a CIO and chief digital officer perspective.
Both post short, first-person leadership lessons drawn from running real operations.
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They argue that results depend on how people are treated and supported, not on the pitch: member experience ahead of the sale on one side, capability and collaboration ahead of the AI tool on the other.
Angelin writes about scaling fitness franchises, focusing on member experience, front-desk sales practice and team milestones. Hodgkinson covers public-sector digital transformation, outsourcing and platform delivery; the overlap is in format and leadership framing, not subject matter.
A LinkedIn profile snapshot taken on 8 October 2026 showed 11,427 followers.
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The three posts dated 31 May, 30 June and 8 July 2026 target people who make platform, procurement and AI-adoption decisions: CEOs, boards, executives, CIOs and chief digital officers, mostly in public-sector, health, human-services and policing settings.
The subjects Hodgkinson tags and draws on — #PublicSector, #CIO, #CDO, Vested relational contracting, SafeScript prescription monitoring, 60+ systems delivered at DHHS — point to the posts’ intended audience.
One post also describes an Amsterdam Vested gathering of roughly 60 people, mostly certified deal architects, procurement professionals and consultants; this is a community event, not a measure of their readership.
For a keynote or advisory engagement on digital fitness and collaborative partnerships, ask for impressions, comments and profile views on two or three posts comparable in topic and depth, plus any audience survey results or platform demographics covering sector and seniority.
A follower count alone does not show how many senior decision-makers read a post or attend a talk.
Dr Steve Hodgkinson’s posts publish no sponsorship packages, rate card or partnership terms.
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They discuss collaboration, not brand offers, and provide no official inquiry route.
Brands should expect to negotiate terms directly rather than choose from a documented menu.
In a post about the 2026 Vested conference in Amsterdam, Hodgkinson describes relational contracting as a formal method for governing long-term outsourcing relationships so the parties’ interests stay aligned as circumstances change.
They note it has been most common in facilities management outsourcing, with growing interest in IT managed services.
Elsewhere, they present collaborative partnerships as one of three recurring success patterns from their digital transformation work across health, human services and policing.
They argue organisations should move beyond transactional vendor relationships and contract for collaborative ways of working, not just deliverables.
That points to a longer-term, jointly governed engagement around building capability rather than a conventional sponsored post or short campaign.
The posts don’t confirm whether Hodgkinson accepts commercial partnership work.
Before planning, ask for their current sponsorship or speaking policy, fee information and a contact route.
A digital transformation consultancy wants a keynote or advisory engagement on building digital fitness and collaborative partnerships for enterprise AI readiness, delivered to a public-sector or large-enterprise leadership audience.
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The posts support this need best.
The strongest reason is that Hodgkinson already answers the question that audience is asking.
In the digital fitness post, they argue that organisations under pressure to show AI hustle are trying to run before they have trained, and that AI tools and contracts cannot supply the missing capability.
The post names six preconditions a client audience can check itself against: modern, secure, scalable platforms; disciplined data strategy, architecture and governance; in-house teams with hands-on engineering and delivery experience; high-cadence repeatable ways of working; long-term vendor partnerships built on collaboration; and executive confidence earned through performance.
This list works for a keynote, a half-day workshop or an advisory conversation, giving clients something to take away beyond a general argument about AI.
The second pillar has practical detail of its own.
The 2026 Vested conference post explains what relational contracting is, how it is used and where it is difficult.
Procurement legislation does not prevent this kind of deal, but the tendering process has to be designed to allow it.
For procurement and vendor-management audiences, that is a specific, useful observation from someone who attended the field's main gathering.
The Concept of Effect post ties the ideas together in three named patterns, each linked to a concrete example: Platform+Agile, said to be learned from delivering 60-plus systems over five years at DHHS; Collaborative Partnerships, said to be learned from renegotiating IT managed services contracts at Victoria Police using the Vested Way; and Ecosystems of Co-Production, said to be learned from the evolution of SafeScript as a national real-time prescription monitoring system.
The audience section supports the match: the posts address CEOs, boards, executives, CIOs and chief digital officers in public-sector, health, human-services and policing settings.
The follower count was 11,427 on 8 October 2026.
Keep the engagement grounded in what the posts cover: a talk or workshop built on the three patterns and the fitness preconditions, with the closing prompt "what is your Concept of Effect?" as a commitment device.
Before pricing, ask for measured reach, a documented fee schedule and evidence of prior speaking work.
When to choose a specialist
A consumer AI app launch needs short-form sponsored video and product endorsement from a technology creator who reaches growth marketers and can show engagement metrics to justify the spend.
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This need fails on several counts.
The posts do not describe a sponsorship package, rate card or inquiry route, and the partnerships section gives no such terms.
There is no basis for a conventional sponsored-post or short-campaign buy, and they do not say whether Hodgkinson accepts paid brand work.
The posts are also entirely text: three LinkedIn posts, with no video, visual work or sponsored-content examples to assess.
Their partnership advice points instead to longer-term, jointly governed relationships rather than short transactional buys.
The campaign would also run against the position Hodgkinson publicly argues.
The digital fitness post says directly that you cannot buy digital fitness by signing a contract or subscribing to an AI agent.
Where the underlying platform, data and delivery capability is weak, the money goes into pilots that never scale, leading to the wrong conclusion that the technology was the problem.
A campaign claiming that a new AI product delivers results sits opposite to that argument.
The audience is another mismatch: the posts address senior decision-makers in public-sector, health, human-services and policing organisations, not growth marketers or consumers.
The posts provide no measurement to support the campaign's test.
The only audience figure is a follower count of 11,427 recorded on 8 October 2026, with no demographic, sector, seniority or engagement data.
A campaign requiring reach forecasts or a target cost per engagement cannot be planned from this material.
If the consultancy wants a paid-marketplace-style engagement, this is not the creator to build it around.
A worked campaign example
Worked angle for a public-sector or large-enterprise client preparing an AI programme: "Digital fitness before AI hustle" - a 45-minute keynote plus a 90-minute leadership workshop.
The spine comes from the Concept of Effect post, which gives three patterns that recur elsewhere: Platform+Agile, Collaborative Partnerships, and Ecosystems of Co-Production.
Open with an organisation that has announced an AI initiative without the platform, data or delivery muscle to carry it.
Use the rowing comparison from the digital fitness post: no one would enter the Summer Eights regatta at Oxford without training, and a gym membership does not produce fitness.
In the same way, signing a contract or subscribing to an AI agent does not produce digital capability.
The opening reframes a technology problem as a capability problem.
Move to the six preconditions as a self-assessment.
Ask each leadership team to score the organisation on modern, secure, scalable platforms; disciplined data strategy, architecture and governance; in-house engineering and delivery experience; repeatable, high-cadence ways of working; long-term collaborative vendor partnerships; and executive confidence earned through performance.
The gap between those scores and the AI ambition becomes the workshop agenda, with the scorecard as the takeaway asset.
Then explore the collaboration pillar with the detail the audience is least likely to have.
The Vested conference post explains that relational contracting writes governance into the contract so the relationship stays collaborative as circumstances change.
Vested deals are most common in facilities management outsourcing, with growing interest in IT managed services.
A deal can create a new relationship or repair a long-standing one in trouble.
Procurement legislation does not prevent the approach, but the tendering process must be designed to permit relational contracting.
Close with the three examples attached to the patterns: 60-plus systems delivered over five years at DHHS, the IT managed services renegotiation at Victoria Police, and SafeScript as a national prescription monitoring system.
Finish with the question the post itself asks: what is your Concept of Effect?
Make the consultancy's role explicit in the proposal.
A longer-term, jointly governed engagement around building capability fits the collaborative framing Hodgkinson uses better than a single transactional buy.
Before pricing, ask for the speaking and sponsorship policy, fee, availability, and any figures for measured reach, such as impressions or comments on comparable posts.
Do not promise reach figures or prior speaking credentials that the posts cannot support.
Choose David Kershaw for a campaign on practical AI procurement in the public sector: helping leaders address procurement standards, contracting, contract management and the challenges smaller innovators face navigating public-sector buying.
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His summit posts focus on those issues and call for procurement to play a stronger role in AI discussions. That offers a more direct route into AI procurement than Steve Hodgkinson’s broader emphasis on building digital capability and collaborative partnerships.
Hodgkinson’s posts offer firsthand observations and a clear AI procurement agenda, but provide less support for a keynote centered on digital fitness, in-house delivery capability or long-term vendor partnerships. They connect those organizational capabilities to AI readiness and give specific examples from digital transformation work.
Choose Michal Silhacek if the audience is small or medium-sized suppliers seeking practical guidance on working with large global customers.
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The posts discuss supplier ecosystems, cost transparency, shared operating rules, cultural differences and examples such as joint product development and multi-party agreements. That is a closer fit for a supplier-focused collaboration session than Hodgkinson’s leadership-oriented AI-readiness campaign.
The posts give concrete examples of supplier collaboration but do not address AI readiness or the broader digital transformation capabilities central to a campaign for executives connecting platforms, data, teams, delivery cadence and partnerships to enterprise AI ambitions. Hodgkinson is the stronger match for that need.
Hodgkinson's three LinkedIn posts discuss digital fitness and AI, the “Concept of Effect” leadership framework, and the Vested approach to collaborative partnerships.
The posts describe examples involving public-sector digital transformation and relational contracting.
