Seven reasons
to hire Yamine Gluchow

I've taken an AI transformation all the way to production

At Lightspeed Commerce I rebuilt a 1,000-person customer organization around AI. Governed AI agents now resolve 43,000+ requests a month on their own. The organization runs at under 400 people, and satisfaction scores didn't move.

First, 11 acquisitions had to become one system

AI at that scale only worked because of the years that came before it, when we consolidated the CRM, ERP, and cloud data infrastructure of 11 acquisitions onto a single, modernized architecture. That meant cleaning up the data, standardizing processes across companies, and retiring old systems as we went.

The same program produced a 7-figure OpEx reduction, with no added headcount and no drag on revenue.

I run technology like a product organization

I led a 120-person org spanning engineering, enterprise product management, systems, and data, with 15 enterprise PMs owning roadmaps and adoption KPIs across ERP, CRM, data, and internal AI tooling. The team was measured on adoption and business results.

I've found this is the most durable answer to a recurring problem: internal systems are routinely deprioritized in favor of this quarter's growth targets.

The results show up in revenue

Working with the CRO and CFO, my team built predictive churn and expansion models that cut churn 20%. We re-engineered onboarding, which cut time-to-value 30% and captured 20% more revenue through orchestration.

Full accountability, from business case to board

That covered a $25M+ technology P&L, the enterprise vendor portfolio, IT operations and end-user computing, and SOX IT general controls, at a public company with more than 3,000 employees.

I've also built from scratch inside fast-growing companies

At Airbnb during its hyper-growth years, I built the analytics and data foundation for the luxury business, including the propensity models and testing frameworks that drove a 15% uplift in global bookings.

At DAVIDsTEA, I launched the e-commerce business inside a 250-store legacy retailer and took digital from zero to 40% of company revenue in 12 months.

I've led both consolidation and ground-up builds

At a mature company carrying years of acquisitions, the work is consolidation: modernize the systems until AI and scale become realistic. At an earlier-stage company, it's putting the architecture, data foundation, and operating model in place before growth outruns them, which in my experience it almost always does. I've done both, and each time I owned the whole result rather than a slice of it.

You don't have to take my word for it. Google Cloud, Salesforce, Fin, and Zendesk have each asked me to speak to their customers about what enterprise AI transformation actually takes.