David Li

Most large organizations don't fail at technology. They fail when operating models, governance, and decision rights can't keep pace with complexity — and no amount of new tooling fixes a structural problem. That's the work I do. Over 20 years across consumer, financial services, and insurance, I've partnered with executive teams and boards to untangle that complexity — redesigning operating models, building data and AI governance frameworks in regulated environments, leading large-scale cloud and analytics modernization, and helping organizations connect technology investments to measurable business outcomes. The through-line across all of it comes from having sat on both sides of transformation. At Accenture I led it as a practice leader — advising across industries, working across many organizations, building the breadth that comes from that vantage point. Then I crossed to the operator side — owning the outcomes, the team, and the business results as a senior regional executive. Knowing what good looks like from the outside, and knowing what it actually takes to make it stick on the inside, shapes how I work. I'm most effective in environments where: — transformation is in-flight but not delivering expected outcomes — operating models need to be reset to support scale and governance — data and AI capabilities need to be aligned with business value Based in Hong Kong, with deep networks across APAC and experience spanning North America and the Middle East. I work with a small number of executive teams and boards each year on the challenges above. If that's the situation you're in, I'd welcome a conversation.