Peter Maddison
Managing Partner @Xodiac Inc
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WORK HISTORY
Managing Partner @Xodiac Inc
CA
Transformative change only works when every team is aligned — a challenge for which Xodiac excels. We pride ourselves on delivering clarity for new strategies and technological implementations in order for our clients to develop powerful capabilities that enable them to quickly deliver value. At Xodiac, we work with senior technology leaders to minimize their risk to ensure the rapid, successful adoption of sustainable technology frameworks.We help our clients identify their value streams and tailor solutions to that eliminate pain points. Our overall purpose is to make our clients look like rock stars in the eyes of their customers.
EDUCATION
University of Portsmouth
MSc, Microwave Solid State Physics
Erickson Coaching International
ICF Accredited Coach Training Program, Coaching
The University of Sheffield
Bachelor of Science (BSc), Mathematics and Physics
ABOUT PETER MADDISON
I help large organizations evolve their SDLC into governance for AI-native product delivery.AI is exposing the limits of project-era delivery models. Many organizations are accelerating AI initiatives while still operating with governance structures designed for predictable, linear work. The result is stalled progress, fragmented ownership, duplicated effort, and growing risk.The issue is rarely technical capability. It is decision clarity, alignment between business and technology, and leadership behavior that hasn’t adapted to continuous product evolution- I work with senior leaders to redesign how execution is governed- Moving from project control to product accountability- Forcing hard prioritization when everything feels urgent- Making explicit what will not be done- Establishing sustained business–technology alignment that does not decay after kickoffIn practice, this has meant compelling executive teams to choose one modernization over others, creating durable executive operating cadences, and reshaping SDLC governance to support AI-enabled, continuously evolving products.I can usually spot execution risk early by the language leaders use. When it is “the business” versus “IT,” ownership fragments and delivery slows. In the AI era, that separation becomes a structural liability.Organizations serious about AI-enabled product delivery cannot rely on legacy governance assumptions. Execution systems must evolve.That is the work I do.
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