When should an AI-infused role cost more?

Why it exists

Every services firm is adding AI to its roles. Most then face the same argument. One side says nothing changes: the client buys an outcome, and AI is just another feature inside the platforms consultants already use. The other says scarce AI and domain skills deserve a premium. Both are right about different skills. The mistake is pricing all AI capability the same way.

What was built

• Separate the internal ladder from the client offer. Bands and role families inside the firm stay as they are. The premium, when there is one, attaches to the project role a person plays on an engagement.
• Test each skill with four questions: how soon will it be commoditised; how costly is a mistake without it; how deeply is AI fused with domain judgement; and does it transfer across clients.
• Most AI skills fail those tests. They become the baseline every consultant needs and carry no premium. A small number of fused, high-consequence, slow-to-commoditise skills do justify one.

What is still open

This is a framework written from my own thinking. It contains no employer or client data.