Niina Tuikka

I help clients work through the messy, hard-to-define problems. And I take care of our people: their wellbeing, and everything that sets them up to succeed. My job is to make sure selling feels possible for everyone here.

It means AI is one tool in the toolbox. A powerful one, but still a tool. Strategy comes first, technology serves it. It also means this isn’t the last wave. There will be another one after AI, and another after that. The goal isn’t to finish the transformation. It’s to stay awake.

The fuzzy ones. The challenges where the question itself needs work before you can answer it. A lot of what I deal with sits at the intersection of technology, people, and business, and usually the hardest part isn’t the technology. I’m most useful when the situation is messy, the stakes feel high, and nobody’s quite sure where to start.

I’m genuinely happy to tell you if AI isn’t the right answer. That’s rarer than it sounds. I believe less, done well, beats more done hastily, and I’d rather help you solve the right problem than build something impressive around the wrong one. I’m also genuinely interested in the people side of this work, not just the technology. That tends to be where the real friction is anyway.

I built an R&D AI strategy for one of the world’s largest consumer goods companies: tens of thousands of employees, operations across dozens of markets. The work was big. The problems weren’t new. The same scaling challenges that trip up a 50-person company trip up a 50,000-person one too. That’s when I stopped thinking about organisational size as a variable that matters.