ADJ spent two decades inside the machine of corporate innovation: The kind with keynote stages, consulting retainers, and strategy decks thick enough to stop a door.

He has been the in-house Futurologist at a Swedish car company famous for its safety measures, Chief Knowledge Officer at a telecom where he built the thing behind the thing, and the person credit card companies, investment banks with three names, German engineering giants, pharmaceutical firms, and the occasional government called when they wanted someone to tell them the truth about tomorrow. He has done this across finance, energy, mobility, and life sciences. Some clients even hired him twice.

What he learned from all those years is simple: Most corporate transformation is performance art. The useful strategies fit on a napkin. The 200-slide decks usually mean there is no plan at all. When someone says "leverage our core competencies," they often have no idea what they actually do.

When they whisper "disruption," he checks if there is a real problem being solved or just apps duct-taped onto broken processes.

Today he runs Visoko Darvo , where he does work that matters without the conference circuit.