About Jonas

I've spent my career translating between technical and business worlds—making complex technology accessible whilst ensuring human realities shape implementation decisions.

My background in human-centred design at Zurich University of the Arts taught me to identify cultural patterns and build products responding to societal needs. Early career in Swiss design and advertising showed me the power of clear communication, but left me searching for work aligned with deeper values.

That search led to technology transformation. For nearly two decades, I've worked at the intersection of innovation and organisational change—from fast-paced startups building new products to Fortune 500 enterprises navigating cultural transformation. As Head of Innovation at Decoded, I designed and facilitated learning experiences for thousands of professionals at companies like Fidelity, IKEA, P&G, and leading UK banks.

The pattern across all this work: I see the invisible. The structural issues others miss. The knowledge walking out the door with departing employees. The uncomfortable truths that, when surfaced, lead to breakthroughs. I question things, explore at the fringes of normal, and help organisations realise their human potential.

Completing my MSc in Organisational Psychology at Birkbeck gave me the theoretical grounding to understand what I'd observed in practice. My dissertation research explored how knowledge workers experience AI's transformation of their work, revealing four distinct relationship patterns—Tool, Teacher, Sparring Partner, and Trap.

This framework makes visible something critical: whether teams use AI as an empowering tool or fall into dependency traps isn't an individual choice. It's determined by organisational design—specifically, the psychological safety, manager capability, and learning infrastructure that either enable or undermine sustainable adoption.

The research connects emerging findings on progressive encapsulation, cognitive debt accumulation, and organisational silence to decades of work on how organisations actually learn and change. It explains why 70% of AI transformations fail despite massive investment, and more importantly, what the successful 30% do differently.

This synthesis of practice and theory informs everything I do now.

What makes my work distinctive is the combination of organizational psychology, deep technology experience, and embodied coaching practices.

I'm an ICF Level 2 accredited coach trained in somatic approaches—understanding how change happens in bodies, not just minds. This matters because transformation isn't purely cognitive. People experience AI adoption through physical sensations, emotional responses, and ingrained patterns that traditional change management misses entirely.

I also maintain technical capability—full-stack development, rapid prototyping, and hands-on experience with agentic AI systems. This isn't theoretical understanding; I build tools, understand what's actually possible, and can speak credibly with both technical teams and business leaders.

The facilitation and mindfulness skills developed through years of workshop design, yoga teaching, and coaching create psychological safety where honest dialogue can happen. The spaces where people admit uncertainty, share failed experiments, and learn together—the foundation for sustainable change.

AI Adoption Accelerator: A research-informed programme helping organisations build internal AI capability through multi-level interventions addressing individual awareness, team learning, and organisational culture. The focus is sustainable expertise development rather than external consultancy dependency.

Speaking & Workshops: Research insights for leadership teams and conferences on the Four Archetypes framework, organisational silence, and evidence-based adoption strategies. I've been teaching AI transformation workshops for over two years.

Executive Coaching: For leaders navigating transformation challenges—particularly those caught between executive expectations and frontline realities. Creating space to develop AI fluency, question assumptions, and lead with clarity.

Research Collaboration: Open to partnerships with organisations interested in contributing to ongoing research on AI adoption patterns whilst benefiting from intervention insights.

I work with HR and L&D leaders building capability, operations leaders dealing with frontline adoption challenges, technology leaders frustrated by slow progress despite investment, and C-suite executives addressing the strategy-execution gap.