I work with organisations to make responsible technology decisions, assess where AI may be useful and establish the safeguards, accountability and organisational capacity needed for adoption.
Technology choices shape who has access to information, how work is performed, where responsibility sits and how much an organisation depends on external systems and vendors.
I help organisations evaluate those choices deliberately. This includes establishing principles for technology use, clarifying accountability, assessing risk and determining whether people, processes and information are ready for AI.
The aim is not to slow useful change. It is to ensure technology strengthens the organisation without weakening human judgement, trust, privacy or institutional knowledge.
Technology governance establishes the foundation. AI readiness tests whether an organisation is prepared. AI governance defines how AI will be controlled if it is introduced.
Set the principles, ownership and decision criteria used across the organisation’s technology choices.
Determine whether a proposed use is worthwhile and whether the organisation can support it responsibly.
Define the boundaries, oversight and review required once an AI use is being considered or has been introduced.
A useful engagement might begin with a proposed AI use, a procurement decision, unclear responsibility for an existing platform or concern about how information moves through the organisation. The work is shaped around that decision rather than a predetermined technology.
Outputs can include decision criteria, a readiness assessment, defined ownership, policy, a pilot plan or a phased adoption roadmap. The right form depends on the organisation’s actual capacity and risk.