AI briefings for the people who make the decision
Sessions for deal teams, boards and leadership teams with an AI decision in front of them. Each one is built around your real decisions, and you leave with something written you'll use again. I lead every session myself, and groups are limited to 12.
Find your session
Investors and acquirers
Testing AI claims before you sign
For deal and value-creation teams looking at AI-heavy companies. What to ask, what you can check yourselves, and when a deal needs specialist diligence.
See the deal-team briefingBoards and non-executive directors
AI oversight for boards
For boards approving AI plans and budgets. The questions to ask management, where the risk sits, and what regulation asks of you.
See the board sessionLeadership teams
AI decisions for leadership teams
For CEOs and senior teams, including portfolio-company management. What AI can and can't do for your business, how to judge vendor claims, and a real decision worked through in the room.
See the leadership sessionHow every session works
Built around your decisions
A scoping call with me before the day sets which deals, proposals or decisions the session works on.
Something written to keep
Every session ends with a written record: a question set, an oversight note or a decision record.
Small groups, led by me
I lead every session myself. Groups are limited to 12, so everyone takes part.
In person or remote, under NDA
At your office or remotely. Live material stays confidential, and I work under NDA.
Investors and acquirers · Deal-team briefing
Testing AI claims before you sign
You're deciding whether a target's AI is worth what you're paying for it, and which questions to raise before you sign.
What the session covers
- Where the value in an AI company sits, and where it's claimed but missing
- The questions to put to management and the data room, and what a weak answer sounds like
- How to tell a model the company owns from a wrapper around someone else's
- What your team can screen for itself, and when a deal needs specialist technical diligence
- Across a portfolio: when to bring in advisers, when to build in-house and when to use a vendor
- Worked on an example target or, under NDA, on a deal you're looking at
You leave with
- A question set for AI-heavy targets, ready for your next management meeting
- A red-flag screen your team can run on any deal
- A written view of when a deal needs specialist diligence, and what to ask for
It isn't a course in using AI tools, and it won't turn your team into technical assessors. It's about asking the right questions and knowing when you need someone to check the answers.
Questions from investors and acquirers
Is this a sales pitch for your due diligence work?
No. The session shows you what to ask and what to look for. A full assessment is separate, priced work, and you may never need one. If a deal does need it, you'll know what to ask for, from me or from anyone else.
Does anyone on the team need a technical background?
No. The session is built for investment teams without an in-house technical person. I explain the technology as far as you need it to judge a claim, and no further.
Can we use a live deal?
Yes, under NDA. If there isn't a suitable deal, I use an example target with the kind of gaps that matter in a real one.
We're a team of three. Is that too small?
No. The session is designed for 2 to 8 people, and a small team gets more of the time on its own deals.
When should a portfolio company bring in advisers, build in-house or use a vendor?
It turns on three things: how close the work is to what makes the company valuable, how fast it has to happen, and whether anyone in-house can judge the result. Work at the heart of the value belongs in-house. Work any competent supplier could do belongs with a vendor. Advisers earn their fee where the decision is expensive and hard to reverse. The session works through this for your own portfolio.
Can it be run remotely?
Yes. In person at your office suits a working session best, but it runs remotely too.
Boards and non-executive directors · Board session
AI oversight for boards
You're being asked to approve AI plans and budgets, and to oversee AI risk while the regulation around it takes shape.
What the session covers
- The questions to ask management about any AI proposal, and what a good answer looks like
- How to tell a realistic AI claim from an optimistic one, whether it comes from management, a vendor or a consultancy
- Where AI risk sits in the business, and which committee should own it
- What regulation, including the EU AI Act, asks boards to oversee
- What AI changes for your people (roles, skills and hiring) and how the board should keep track
- How often AI should come to the board, and what the board pack should contain
You leave with
- A board question set for AI proposals
- A one-page oversight note, written for the board pack
It isn't a hands-on tools session, and it isn't legal advice. It's what a director needs to test an AI proposal and oversee the risk.
Questions from boards and non-executive directors
Is this legal advice on the EU AI Act?
No. I cover what the technology does, where the risk sits and what the board should ask about it. Your lawyers cover your legal obligations. The two fit together, and I can work alongside your counsel.
Do directors need a technical background?
No. I explain the technology only as far as a director needs it to test a claim.
Should the executive team be in the room?
Either works. Board only gives directors room to ask basic questions freely. With the executives there, the board and management leave with the same picture. I suggest one or the other on the scoping call, once I know what the board needs.
Can it be built around our own plans?
Yes. On the scoping call we agree which proposals and risks are live for you, and the session uses them, under NDA.
How should a board judge what AI will mean for the workforce?
Ask management which roles change first, what the plan is for the people in them, and how they'll know whether it's working. A plan that can't answer all three isn't ready for approval. The session covers how to read the answers.
Will you try to sell us implementation work afterwards?
No implementation upsell. If the board later wants an independent assessment of a particular AI plan, that's separate work, and you'll have the questions to judge whether you need it.
Leadership teams · Leadership session
AI decisions for leadership teams
You're accountable for where AI goes in the business: which vendor to back, what to build or buy, and what it means for your people.
What the session covers
- What AI can and can't do for a business like yours, shown on your own work
- How to judge the claims vendors are making to you
- Build, buy, partner or bring in advisers: when each one makes sense
- What AI means for your people, and how to talk to them about it
- An hour where each person uses AI on a real task from their own week, and checks what comes back
- One live decision worked through in the room, or two on a full day
You leave with
- A written record for each decision: the options, what it costs to change course later, and who owns it
- A short set of questions to put to any AI vendor
- First-hand experience of where AI helps your own work and where it doesn't
It isn't an awareness talk or a prompt-writing course. It's for a team that has AI decisions to make and wants to make them well.
Questions from leadership teams
Do we need any technical background?
No. Everyone uses AI during the session, but nobody needs to have used it seriously before.
We ran an AI pilot that disappointed. Is this for us?
Yes. A pilot that disappointed is useful evidence. The session uses it to inform the next decision, rather than arguing about whether it should have worked.
Should we build, buy or bring in a consultancy?
Build what is close to the heart of your business and you can judge yourselves. Buy what any competent vendor could supply. Bring in outside help where the decision is expensive, hard to reverse and nobody in-house can check the answer. The session applies this to the decisions in front of you.
What's the difference between the half-day and the full day?
A half-day covers the ground and one live decision. A full day adds a second decision and more time using AI on your own work.
Can you run something for the wider team afterwards?
Yes. After a leadership session I can run a hands-on session for the wider team, built around the tasks they do every day, so the decisions the leaders made turn into how people work.
How much preparation is on us?
A scoping call with me before the day, to agree which decisions the session works on and which tools the team uses now. Beyond that, the team needs no preparation.
Training I've delivered
AI Leadership Advisory: Transforming a Communications Firm's AI Capability
How we turned fragmented AI experimentation into shared frameworks, tested playbooks, and a concrete product roadmap over two months.
3 half-day
Workshops delivered
Full team
Team members trained
Tell me which decision the session is for
On a 30-minute scoping call we agree who's in the room, which decisions to work on and whether a session is the right fit. I'll tell you quickly if it's not.
Book a 30-minute scoping callOr send a message. I reply to every message myself, usually within one business day.