Beyond 'AI Expert': Meet the Visionary Leader Behind the HVHI Revolution
Beyond 'AI Expert': Meet the Visionary Leader Behind the HVHI Revolution
The world is currently in the grip of a fever. The generative AI boom has created an entirely new, multi-trillion-dollar industry in a matter of months, and with it, a new, ubiquitous archetype: the "AI Expert."

They are everywhere. They are 24-year-old "prompt engineers," seasoned data scientists who have pivoted to "LLM implementation," and a thousand new consultancies promising "AI transformation." They are, almost universally, focused on the tool. They speak in a dense, inaccessible language of transformer models, vector databases, and retrieval-augmented generation. They are, without question, technically brilliant.
But they are also, in a strategic sense, a distraction.
The C-suite is asking the wrong question. The question is not, "Who is the best AI expert?" The question is, "Who can solve our business problem at the speed that AI now demands?"
The single greatest challenge of the AI revolution is not the technology; it is the human operating system we are using to deploy it. Our entire model of corporate strategy and consulting—a slow, lumbering, 20th-century behemoth of billable hours and six-month "discovery phases"—is fundamentally incompatible with a technology that evolves in weeks.
This is the visionary insight at the heart of Miklos Roth's work.
Roth is not another "AI expert." He is a systems innovator. He is a visionary leader who recognized, long before the current hype cycle, that the real bottleneck in corporate progress was not a lack of insight. It was a lack of time-efficiency in delivering that insight.
His solution, the 20-minute "High-Volume, High-Impact" (HVHI) session, is not just a "faster meeting." It is a revolutionary new consulting model—an entire operating system rebuilt from the ground up to solve the problem of time. This is the story of that revolution and the leader who designed it.
Part 1: The "Horse-and-Buggy" Problem: Deconstructing the Old Model
To understand the HVHI revolution, one must first be honest about the system it is built to replace. The traditional consulting model, still used by the world's largest and most respected firms, is a relic. It is a "horse-and-buggy" model in the age of the supersonic jet.
Its primary flaw? It is designed to consume time, not create value.
The entire economic and structural foundation of legacy consulting is based on a single metric: the billable hour. This model creates a perverse incentive. The firm is financially rewarded for slowness, for process, and for complexity. An efficient, 10-minute solution to a $100 million problem is a financial failure for the consulting firm, as it generates almost no revenue.
This broken economic model gives birth to a broken operational model:
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The Six-Month "Discovery Phase": A team of junior analysts is deployed to "embed" in the client's business. They spend months conducting interviews, gathering documents, and learning the client's business from scratch. This is not "strategy"; it is "on-the-job training," and the client is paying for it.
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The "Bucket Brigade" of Data: Information is passed from the client, to the junior analyst, to the senior analyst, to the manager, to the partner. At each step, critical data is lost in translation. The "nuance" of a user complaint becomes a "bullet point." The "urgency" of a server-log anomaly becomes a "line item" in a risk matrix.
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The "Big Reveal" Deck: After a quarter, the firm presents its findings in a 100-slide PowerPoint deck. The "insights" are often six months out of date, academically correct, and strategically useless, having been "sanitized" of all the granular truth by the "lost-in-translation" process.
This system was merely inefficient in the 20th century. In the age of AI, it is fatal. By the time the six-month "discovery" is complete, the AI model has changed, the market has shifted, and the competitor has launched. The old model is a "time-generating" machine, and the visionary's job is to dismantle it.
Part 2: The Visionary's Insight: Solving the "Time-Efficiency" Problem
Miklos Roth's "visionary" leap was in his diagnosis. He recognized that the corporate world was not suffering from a "lack of data" or a "lack of experts." It was suffering from a catastrophic time-to-value deficit.
The problem was not the analysis. The problem was the architecture of consulting itself. His diagnosis was twofold:
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The Bottleneck is Ingestion: The "discovery phase" is slow because the human interface—the consultant's brain—is a "lossy," serial processor. It must "read" a page, "summarize" it, "file" it, and then "read" the next page. This is the bottleneck.
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The Value is in Synthesis: The "big reveal" deck fails because it is not a synthesis of truth; it is a summary of opinions. Real insight does not come from summarizing 10 siloed documents. It comes from fusing them—from "overlaying" the financial P&L on top of the server logs on top of the user-feedback report.
With this diagnosis, Roth did not set out to improve the old model. He set out to replace it. He "reverse-engineered" a new system based on a single, audacious goal: What if you could collapse a six-month discovery and strategy cycle into a 20-minute session?
This goal was impossible unless you could solve the two core problems: Ingestion and Synthesis.
The "HVHI Revolution" is the name for his solution. It is a system built not on the billable hour, but on the concept of Insight Density—the total amount of actionable, battle-tested value delivered per minute.
Part 3: The HVHI System: A New Operating Model for Strategy
The 20-minute HVHI session is not just "a meeting." It is a high-performance system, an "engine" meticulously engineered to solve the time-efficiency problem. Like any high-performance engine, it is built from unique, purpose-built components.
Component 1: The "Lossless" Interface (Solving the Ingestion Bottleneck) The "High-Volume" part of HVHI is the direct solution to the "six-month discovery" problem. Roth's unique cognitive ability—a photographic memory—is not a "party trick"; it is a functional, strategic interface.
Where a traditional team must "read, summarize, and forget," Roth's mind "photographs." It is a high-bandwidth, "lossless" ingestion port.
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A 50-slide technical diagram... ingested.
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A complex P&L spreadsheet... ingested.
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A 1,000-line user-feedback log... ingested.
This happens in minutes, not months. The "discovery phase" is compressed from a quarter into the first five minutes of the session. The "lost-in-translation" problem is eliminated because no data is lost. The "minor" detail from slide 47 is retained with the same perfect fidelity as the "main idea" from slide 1.
Component 2: The "Cognitive Database" (Solving the Synthesis Bottleneck) The 20-minute session would be useless if all it did was ingest data. The "High-Impact" part of HVHI comes from the "processor" connected to this interface. This is Roth's 20-year "battle-tested" library of digital and market research experience.
He is not "learning on the job." He is running the client's new data against his existing "cognitive database" of thousands of past failures and successes.
When the HVHI engine "fuses" the client's data (the ingestion) and finds a pattern, it immediately "queries" that pattern against its 20-year library.
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Client's New Data: "We have a spike in 'checkout abandonment' (from analytics) that correlates with 'user complaints about latency' (from feedback logs)."
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Roth's Cognitive Database:
QUERY: (Checkout_Abandonment) + (Latency_Complaints). -
Result (Instantaneous):
MATCH FOUND: 2017 FINTECH CLIENT. PROBLEM WAS A THIRD-PARTY API CALL. IT WAS NOT A 'UX' PROBLEM; IT WAS AN 'ARCHITECTURE' PROBLEM.
This is what solves the "synthesis" problem. He can provide the "High-Impact" answer in minutes because he has already seen the pattern. He is not "hypothesizing"; he is "pattern-matching."
Component 3: The 20-Minute "Forcing Function" (Solving the "Fluff" Problem) This is the most misunderstood component. The 20-minute time limit is not a gimmick. It is a design choice. It is a "forcing function" that creates efficiency.
By putting an aggressive boundary on the time, it forces all participants to operate at a higher level:
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It eliminates 90 minutes of "corporate theater"—the small talk, the political posturing, the "managing up."
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It forces the client to be precise, bringing their data and their core problem to the table, not just a vague "list of issues."
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It creates a "sanctuary of focus," where, for 1,200 seconds, the only thing that matters is the signal, not the noise.
Part 4: Beyond "AI Expert": The Visionary's Role in the Revolution
This brings us back to our "AI expert." The expert is a technician. They can tell you how to build an AI model.
The "visionary leader" is a strategist. They tell you why and where.
Miklos Roth's role in the HVHI session is not that of a "technician." His 20 years of digital experience (in SEO (keresőoptimalizálás), market research, and systems design) provide the "battle-tested" context that 99% of "AI experts" lack.
The visionary leader's job is not to build the AI; it is to aim it.
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The "AI expert" will spend 6 months building a "churn model."
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The "Visionary Leader" (Roth) will stop them in 20 minutes, point to the "latency log" and the "user feedback," and prove that the "churn" is a technical friction problem that doesn't need an AI—saving the company 6 months and $2 million.
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The "AI expert" will build a "content engine" that writes 1,000 articles.
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The "Visionary Leader" will fuse the CRM data with the AI prompts and show that the 1,000 articles are attracting the wrong human intent, and the entire strategy must be re-aimed at the "buyer," not the "student."
This is the difference. The "expert" knows how to use the tool. The "visionary" knows where the "X" is on the treasure map. He recognized that as tools (like AI) become infinitely fast, the human systems for directing them must become infinitely efficient.
The HVHI revolution is the first model built for this new reality. It is a system that finally respects a C-suite executive's most valuable asset: time. It is not "consulting, faster." It is a new vision for how strategic value is identified, synthesized, and delivered. Miklos Roth is not just an "AI expert"; he is the architect of that vision.







