Board and Executive Advisory
Accountability Diagnostics
Briefings
Board & C-Suite Advisor
I help boards and executive teams make AI and data decisions they can explain, defend, and stand behind.
All advisory and consulting engagements with David are contracted and delivered through EWSolutions.
Forthcoming from Forbes Books · Summer 2027
How Leaders Ensure AI-Driven Decisions Hold Under Scrutiny
Selected Organizations Advised
“We needed top people to take advantage of the best talent there is. We brought in David Marco to advise and guide us.”
Although the counterterrorism successes were classified, FBI leadership publicly noted that executive management was “very, very happy with what’s been accomplished” and excited about the future potential of the work.
“David brought deep experience, strong judgment, and excellent advisory support to our team. His enterprise data governance expertise helped us navigate common pitfalls and move forward with greater clarity.”
“I engaged David Marco to guide us through a critical data modernization transition and provide a foundational approach to data governance. He quickly earned the confidence of our leadership and business partners, and delivered agile, thoughtful guidance aligned to both our immediate needs and long-term sustainability.”
“David Marco is a real visionary in data management. At the same time, he understands the executive challenges of managing enterprise data responsibly. Most advisors can do one or the other. David has the skill and savvy to do both.”
“David Marco quickly understood the business need and strategic challenges of our enterprise initiatives. He kept our requirements at the forefront, showed strong accountability for the quality of his work, and helped us meet stretch goals ahead of schedule.”
Engagements David led through EWSolutions, the firm he founded.
Federal law enforcement
Designed and led the FBI’s Investigative Data Warehouse, integrating more than 400 terabytes of data so agents could connect the dots across systems. Recognized with a service award from FBI Director Robert Mueller.
Read the case studyHealthcare
Built Mayo Clinic’s enterprise data strategy and first enterprise data governance program, meeting every defined goal on schedule and supporting better cancer treatment decisions.
Read the case studyEnergy
Designed the enterprise information architecture and master data strategy for a global energy company operating in 26 countries, bringing customer, supplier, and product data under one governance model.
Read the case studySemiconductors
Turned Micron’s siloed data governance into an enterprise-wide program with a new data stewardship function, after a series of acquisitions.
Read the case studyHealth insurance
Unified member, provider, and claims data across several Blue Cross and Blue Shield plans after HCSC’s acquisitions, designing its data governance program and training its first data steward teams.
Read the case studyGlobal payments
Built the business case and multi-year roadmap for MoneyGram’s data governance program after years of acquisitions, meeting all six defined goals on schedule.
Read the case studyThe Problem
They fail because no one clearly owns the outcome, no one has clear authority to make the call, and the rules for deciding were never settled.
When accountability is implied, it disappears when the stakes rise.
Advisory Practice
An independent, structured read on whether your organization is set up to make sound decisions with data and AI, before you scale further.
Learn moreOngoing, confidential counsel for CEOs and senior technology leaders facing high-stakes decisions that are hard to reverse.
Learn moreIndependent counsel that helps boards and their committees ask the right questions about AI, data, and technology, without stepping into management’s role.
Learn moreFeatured Advisory Engagement
When AI and data become critical to the business, leaders need more than status updates. The diagnostic looks at seven areas that decide whether your decisions will hold up, tailored to either the executive team or the board.
Is a named senior leader responsible for the business results of each AI and data initiative, or is ownership assumed and unclear?
Who can approve, pause, or stop an AI or data initiative? If no one knows, the decision falls to whoever is most senior in the room.
Is your data good enough to deliver what leadership is promising with AI? If it isn’t, no amount of oversight will fix it later.
Does your oversight settle disagreements and drive decisions, or does it just hold meetings? AI, data, privacy, security, and risk should work as one system.
Boards don’t need more reports. They need risks explained in business terms, clearly enough to act on.
Most organizations can show how busy their AI and data teams are. Far fewer can show what improved because of the investment.
Technology and data leaders are often handed big goals without the authority, budget, or backing to deliver them. When those roles fail, the company pays twice.
Speaking
David speaks to boards, leadership teams, and conference audiences on how to make AI-driven decisions that hold up under scrutiny.
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Board, C-suite, advisory, speaking, and media inquiries.
All advisory and consulting engagements with David are contracted and delivered through EWSolutions.