Fabio Caravita has spent his career helping leading organizations navigate the complex intersection of business strategy and technology. Originally from Puglia in southern Italy, he began his professional journey in consulting, working with global financial institutions on large-scale transformation projects across Europe.

After starting his career at Accenture and later advancing quickly at Deloitte, where he was promoted to manager and led complex transformation work for major European insurers, Caravita reached a moment of reflection. Despite a strong trajectory, he felt ready to take on a new challenge and push himself further professionally.

“I wanted two things,” he says. “First, to work in the toughest arena in Europe for financial services—which is London. And second, I wanted to operate without a boss and take responsibility for the work end to end.”

That ambition led him to leave a stable consulting role and move to London without another job lined up, a decision that surprised many around him. “My family thought I had gone mad,” he recalls with a laugh. “I had a great salary and benefits, but I trusted my ability. Difficult doesn’t mean impossible.” (Financial Times recently covered his story in the article “Can I make more money working for myself?” Subscribers can read it here.)

“Moving from a stable corporate role into independent consulting, while operating in my second language in an English-speaking country, meant accepting a high degree of uncertainty,” he says. “In that environment, I quickly realized that expertise is essential, but no longer sufficient on its own. Situations like that sharpen instinct, test courage and conviction, and challenge your vision while conditions continue to evolve.”

The move ultimately paid off. Caravita quickly secured his first contract with a leading insurance company and began building a career as an independent consultant. Today, he works with major organizations to improve how complex strategies are executed across teams and business functions.

“In simple terms, I help organizations translate complex strategies into operating models that teams can actually execute,” he explains. “That creates clearer ownership, faster execution, and operating structures that connect strategic intent to operational delivery, with impact measured against real business outcomes, increasingly enabled by automation, outsourcing, and AI.”

Discovering the Power of AI Strategy

As artificial intelligence began accelerating across industries, Caravita sought a deeper understanding of how emerging technologies could reshape organizational design and strategy. That search led him to MIT Sloan Executive Education, where he enrolled in the online Executive Education course Artificial Intelligence: Implications for Business Strategy.

The experience, he says, helped sharpen his perspective on how companies should think about AI adoption.

“I loved the program,” Caravita says. “Coming from two top consulting firms, I had already been exposed to a high standard of strategic and technological thinking, so it’s not easy to find something that genuinely shifts your perspective. This program did exactly that.”

One concept from the program in particular stood out and continues to shape how he approaches his work.

“One of the most important concepts I’ve heard was the idea of not building smart machines, but building smart organizations,” he explains.

For Caravita, this insight captures a key challenge many companies still face as they rush to adopt AI tools. “Too often, organizations treat technology as a standalone solution rather than integrating it into how work actually gets done,” he says. “But the real advantage comes from how a company designs the work, the workflow, the data, the decision points, and the governance around it.”

In other words, AI’s value comes not from the technology itself but from how organizations structure processes and decision-making around it.

“Before AI, technology enabled the business to achieve its goals,” he adds. “Now in many cases it’s becoming part of the value proposition and the operating model itself.”

Applying AI in the Insurance Industry

Much of Caravita’s consulting work focuses on the insurance sector, where leading organizations process massive volumes of transactions and operational workflows. In these environments, even modest improvements can produce significant financial and operational benefits.

“When you run millions of transactions, even a five or ten percent improvement is huge from a profit-and-loss perspective,” he explains.

Through his consulting engagements, Caravita helps companies identify specific processes that can be redesigned or automated using AI-driven tools. In one project, his team helped automate a manual reporting process, which previously required hours of manual work to compile and distribute information across multiple stakeholders.

“The task used to take six hours,” he says. “After automation, it takes about twenty minutes.” But the impact goes beyond efficiency. By removing repetitive tasks, employees can shift their attention toward higher-value work and decision-making.

Building AI-Powered Insights

In addition to consulting, Caravita also founded AI Insurer Brief, a fast-growing executive-style publication that analyzes how artificial intelligence is reshaping the insurance industry.

The publication itself relies heavily on AI agents to gather and process information from trusted sources before drafting structured briefings.

“It’s a system of AI agents that gathers relevant developments across insurance and AI, filters them using specific criteria, and then drafts a briefing in the style our audience prefers,” he explains. Each week, AI generates a comprehensive report that Caravita then curates and refines before publication.

“Every Tuesday I open a Google Doc that’s about fifteen pages long written by AI agents,” he says. “Ninety-five percent of the work is already done.”

In just a few months, the publication has grown to more than 1,000 readers, secured sponsorship and is gaining traction among industry leaders. Caravita hopes to reach 10,000 subscribers by the end of next year.

The Next Phase of AI Adoption

Looking ahead, Caravita believes the next phase of AI adoption will move beyond automating individual tasks toward redesigning entire workflows and operational systems.

Today, many companies begin by automating isolated steps in a process. But as AI agents become more capable, organizations will increasingly deploy multiple systems that collaborate to manage entire workflows.

“Right now companies automate single steps of the process,” he says. “The next stage is agents working together to automate the entire workflow.” For leaders navigating this shift, the challenge will not be the technology itself but the organizational transformation required to use it effectively.

“The real advantage doesn’t come from having the most advanced model,” Caravita says. “It comes from building the governance, performance management, and risk controls that allow organizations to use intelligence at scale.”

The insights Caravita gained through MIT Sloan Executive Education continue to inform that work as he helps organizations rethink how strategy, technology, and operations come together in the age of AI.