Engagements that earn the room.
CEO, Intelligine Technologies
A practice of keynotes, board briefings, and full-day workshops on enterprise AI strategy, operating models, and the architectural wedge, delivered unscripted in the parts that matter and opinionated in the parts that should be, and held clear of the platform-vendor commentary that has saturated the broader keynote circuit.
Three approved bios, for the introduction the event needs.
Raghav Ramabadran is the Managing Partner of Intelligine Group and CEO of Intelligine Technologies, and a former McKinsey consultant who holds patents in natural language processing and advises boards on enterprise AI strategy and operating models.
Raghav Ramabadran is the Managing Partner of Intelligine Group, a management and technology consulting practice focused on enterprise AI, and CEO of Intelligine Technologies. He was previously a consultant at McKinsey & Company, where he led M&A due diligence and value-creation engagements for the world's largest private equity firms and top-10 global pharmaceutical companies. He holds patents in natural language processing and enterprise AI architecture, and is a member of the Forbes Technology Council.
Raghav Ramabadran, PhD, is the Managing Partner of Intelligine Group and CEO of Intelligine Technologies, where he advises boards and executive teams on enterprise AI strategy, operating models, and the architectural decisions that determine whether an AI portfolio earns its renewal across the next platform cycle.
He was previously a consultant at McKinsey & Company, where he led M&A due diligence and value-creation engagements for the world’s largest private equity firms, healthcare systems, and top-10 global pharmaceutical companies. He holds patents in natural language processing and enterprise AI architecture, and his peer-reviewed research in stem cell aging and blood cancers was selected for plenary presentation at the American Society of Hematology annual meeting.
Raghav founded Intelligine Group on a pattern observed repeatedly across those engagements, namely that the firms with the best AI strategy decks were rarely the firms with the best AI outcomes, and the diagnostic that closed the gap between the two became the firm’s founding instrument.
Five talks, each calibrated to a different audience and decision horizon.
Each topic exists as a 30 to 45 minute keynote, a 60-minute board briefing, or a half- to full-day workshop, with the talk tuned to the room and to the specific decision the audience is preparing to make at the convening.
Portfolio drift and the governance artifact
Why most enterprise AI portfolios are running on the wrong unit economics, and the operating model that corrects the mismatch.
The architectural wedge
Routing inference, orchestration, and retrieval across heterogeneous compute. A working session for CIOs and Chief AI Officers.
Boards and the kill-decision authority
A briefing for chairs and audit committees on the governance artifact that survives the next platform cycle.
The diagnostic discipline
What the diagnostic finds, why the strategy deck rarely catches it, and the operating consequences of running the engagement out of sequence.
Commission and operate
A third path beyond build-versus-buy for regulated enterprises. The decision framework, the contract structure, the operating economics.
From a 30-minute keynote to a 2-day intensive.
Each format is delivered in person or virtually. Custom formats considered for boards, leadership offsites, and partner conferences.
Thirty to 45 minutes plus moderated Q&A, delivered on a main stage or in a track session, with slides provided four business days ahead of the event for run-of-show review.
Sixty to 90 minutes with a chair, an audit committee, or the full board, delivered as a private and non-promotional session calibrated to the institution's audit and oversight cycle.
A closed-door session for eight to 20 senior operators, run as a working format under Chatham House rules, with a written summary delivered to the convening sponsor inside one week.
From a half day through two days of working sessions with the top 20 operators in the institution, concluding in a written portfolio of bets, a named owner against each, and the kill criteria the operating model adopts at close.
Where the firm has done the work.
Talks and briefings are sized to senior operating audiences, and the engagements that follow them are anonymized at the request of the convening institutions in the substantial majority of cases.
Practical details for the producer.
Engagements are held to the same operating standard as any client mandate, with the firm confirming inside five business days of receiving the event date, the audience, and the intended decision the room is preparing to make.
- Format
- Keynote, board briefing, executive roundtable, or workshop, delivered in person or virtually depending on the convening cadence.
- Lead time
- Eight weeks of lead time is preferred and four weeks is the minimum for keynote slots, with board briefings considered on tighter notice where the convening committee requires it.
- Travel
- Based in New York and traveling globally for keynote engagements, with business-class travel on flights exceeding five hours and one night of accommodation on either side of the event.
- AV
- A wireless lavalier or headset microphone with a confidence monitor at the lectern, against a 16:9 deck delivered as a PDF four business days ahead of the event.
- Recording
- Recording is permitted for internal distribution at the convening institution, with public release subject to written approval, and slides remain the intellectual property of Intelligine Group across both uses.
- Fees
- Fees are provided on written request, reduced for academic, government, and non-profit convenings, and occasionally waived where the audience composition warrants the investment of partner time.
Hold a 20-minute call to test fit.
Tell the firm the event date, the room, and the decision the audience is preparing to make, and a written confirmation will follow inside five business days of receipt.
