Matthew Aizen did not set out to change professional services. He got tired of watching consulting firms pile layers of junior staff onto client projects, charge by the hour, and walk away before anyone could measure the results.
So he built Nevari differently. No hierarchies. No billable-hour treadmill. Just senior advisers working directly with clients to deploy artificial intelligence systems that organizations can control, measure, and scale. The firm now reports profitability near 97 percent while working with venture capital firms, private equity groups, and companies listed on the FTSE and S&P indices.
The approach earned Nevari a 2026 Global Recognition Award, but Aizen is more interested in what happens after the contract is signed. Clients keep renewing. They extend mandates. They move from pilot projects to full deployment. That, he says, is the only metric that matters.
Building Without The Bloat
Aizen designed Nevari around a principle that sounds simple but breaks with industry convention: keep the people who know the most, closest to the work. Senior advisers do not hand off strategy decks to implementation teams. They stay embedded in projects, working alongside clients to ensure that recommendations can actually be executed.
The firm also made an early decision to deploy its systems directly into client environments, using private clouds or on-premises infrastructure so sensitive data never leaves organizational control. That architecture addresses concerns about regulation, confidentiality, and reliance on external platforms, issues that often stall AI adoption in heavily regulated industries.
Nevari organizes its work around four value drivers: revenue growth, customer relationships, operational performance, and moving AI experiments into production. For each, the firm uses diagnostics and data analysis to identify where organizations lose revenue, where processes create delays, and where intelligent systems can improve execution. Clients receive options for redesigning workflows, not just slide presentations.
Profit With Purpose
Early on, Aizen set an internal rule: all profits would be reinvested in the business. Innovation, talent development, startup partnerships, and philanthropy — including sustained support for LGBTQ+ charities, women in leadership initiatives, and BAIM leadership programmes — are funded entirely from the firm’s earnings. That decision shaped a culture in which growth and responsibility are treated as linked objectives, not trade-offs.
“Nevari represents the future of professional services by proving that world-class profitability, transformative client impact, and deep social responsibility are not competing priorities but complementary elements of sustainable excellence,” said Alex Sterling, a spokesperson for Global Recognition Awards.
Nevari’s client work reflects that same discipline. The firm helps organizations adopt AI systems that remain explainable and auditable, reflecting Aizen’s view that technological advancement must operate within clear ethical and regulatory boundaries. When clients move from proof-of-concept to enterprise-scale deployment, Nevari’s advisers help them set financial and operational targets, then build and monitor explainable models in live workflows.
Making AI Work In The Real World
Many organizations launch AI pilots that never leave the lab. Nevari addresses that by working with leadership teams to select use cases with strategic relevance before any code is written. The firm defines success metrics, designs governance processes, and ensures that intelligent systems integrate with existing workflows rather than sitting apart from them.
Advisers understand operating models and AI engineering, which means proposed changes are tied to architectures and processes that can be implemented at scale. Organizations adjust their structures, refine their governance, and embed intelligent tools into daily work while preserving accountability. Results are monitored continuously, creating feedback loops that improve performance over time.
Aizen’s approach continues to shape how Nevari works with boards, investors, and executives, demonstrating that a lean, digitally native firm can compete with much larger incumbents by focusing on outcomes clients can verify.
