Noah M. Kenney advises boards and executive teams on AI strategy, governance, privacy, security, and technology leadership when the decision must be both ambitious and defensible.
Digital 520 is engaged when an organization needs more than a framework or a presentation. Noah works directly with leadership and the people responsible for implementation, connecting the board-level decision to operating ownership, technical design, controls, and evidence.
Three focused mandates, led personally by Noah. They can be commissioned independently or combined for a broader transformation.
Decide where AI belongs in the enterprise, which opportunities warrant investment, and what must be true before deployment.
Build controls that technical teams can implement, assurance functions can test, and leadership can defend.
Add experienced technology leadership during a transformation, executive transition, critical build, or period of rapid growth.
For leadership teams that know AI matters, but need a disciplined answer to where, why, and under what operating conditions.
The work begins by separating genuine enterprise opportunities from novelty, vendor pressure, and scattered experimentation. Together, we create a portfolio that reflects the organization’s economics, risk tolerance, data reality, and ability to execute.
The result is not simply an “AI strategy.” It is a set of decisions: which capabilities to build, buy, delay, or reject; which leaders own them; what must be true before launch; and how value will be measured after deployment.
Use-case discovery, prioritization, sequencing, investment cases, capability gaps, and the multi-quarter plan.
Decision rights, ownership, intake, evaluation, vendor governance, data readiness, and executive reporting.
Architecture decisions, build-versus-buy analysis, model and provider selection, and deployment tradeoffs.
Board education, leadership workshops, risk framing, and a common language across technical and nontechnical teams.
For organizations that need governance to function as an operating capability, not a statement of intent.
We translate obligations from law, policy, contracts, security standards, and internal principles into controls that can be assigned, implemented, evidenced, tested, and improved. The work spans AI governance, privacy engineering, cybersecurity oversight, third-party risk, and assurance.
Programs are designed around the systems and teams that already exist. Where a new committee, workflow, or artifact adds value, we build it. If it adds friction without strengthening accountability, we leave it out.
Charters, decision rights, risk tiers, intake and approval workflows, model inventories, and escalation routes.
EU AI Act readiness, NIST AI RMF alignment, ISO/IEC 42001 preparation, PIAs, DPIAs, and algorithmic impact assessments.
Converting policy into technical requirements, owner-specific controls, evidence standards, and review cadences.
Monitoring, testing, incident planning, exception handling, vendor oversight, and executive reporting.
For moments when the organization needs executive technology leadership now, without pretending a search or permanent hire can solve today’s mandate.
Fractional roles place Noah inside the operating rhythm of the organization: leadership meetings, architecture reviews, board preparation, vendor decisions, program recovery, team development, and written accountability.
The mandate is always explicit. It may be to lead an AI program, modernize the technology function, stabilize delivery, prepare the organization for a permanent executive, or carry a complex initiative across the line.
Technology strategy, architecture, security posture, vendor decisions, team leadership, and modernization.
AI portfolio ownership, governance, executive alignment, adoption, and value realization.
Program recovery, operating-model change, platform migration, procurement, and cross-functional delivery.
Direct advice to founders, boards, CIOs, legal leaders, privacy officers, and security executives.
No account-manager handoff. Noah remains responsible for the analysis, decisions, deliverables, and executive communication.
Recommendations are grounded in the systems, data, constraints, obligations, and incentives actually present.
Every roadmap names the decision rights, operating cadence, evidence, and accountable leaders required to execute it.
The objective is not permanent dependency. Teams leave with stronger judgment, usable artifacts, and an operating model they can sustain.
“The team has shown professionalism, consistency, versatility, development tracking and adaptability. It was probably the single best decision we made for our organization.”
“Noah and his team were great to work with. They were extremely responsive to any requests or inquiries. I would highly recommend Noah and his team!”
“Noah worked some magic in about two hours on something I had worked on periodically for months.”
“Noah is knowledgeable, conscientious, and very creative! He takes time to put his heart into each individualized project, and gets things done in a very timely manner. Excellence and professionalism at its finest!”
“Noah and his team are knowledgeable and accessible. Easy to work with. Tremendous results.”
“Noah and his team are highly efficient, knowledgeable, and responsive. They are incredible problem solvers, and have been nothing short of miracle-workers for our team.”
Representative, anonymized examples. Client names and sensitive details remain confidential.
Designed the intake, risk classification, approval, inventory, and executive-reporting structure needed to move from informal AI review to an accountable operating capability.
Led technology governance and the migration of more than 110,000 records into a modern CRM while automating reporting and operational workflows.
Directed the technical work behind a transcription platform, reducing inference latency from approximately three seconds to roughly one hundred milliseconds.
Interviews, evidence review, technical context, constraints, and the risks hiding beneath the stated request.
A written problem statement, outcomes, decision rights, cadence, and the smallest useful body of work.
Executive advice and hands-on execution, with visible working artifacts instead of periodic status presentations.
Controls, playbooks, capability, and a clear operating rhythm that remain after the engagement ends.