AI Advisory For Boards
Understand what AI Changes
Make Decisions you can defend.
Independent advice, education and challenge for boards assessing AI's impact on their business, their investments and their future value.
THE BOARDS PERSPECTIVE
01 Where is our business exposed?
02 Which investments deserve support?
03 What evidence demonstrates value?
Support for the decisions facing your board.
Start with a focused discussion, test a significant proposal or keep experienced advice alongside your board as the business changes.
01 /
Board briefings and discussion
Build a shared understanding of what matters to your business.
ONE- OR TWO-HOUR TAILORED SESSION
A briefing and facilitated discussion connecting AI’s capabilities and limitations to your strategy, business model and investment priorities.
A shared view of opportunities and exposures
Clear priorities and practical questions for management
Agreed next steps and evidence requirements
02 /
Strategy and
investment review
Test the case before committing capital.
DEFINED REVIEW + BOARD DISCUSSION
Independent scrutiny of strategic fit, customer economics, organisational readiness, full costs and dependencies. We test the route from improved work to financial value, including whether AI is the right intervention.
Strengths, weaknesses and critical assumptions
What the evidence supports and what remains unproven
A written decision brief: proceed, set conditions, redesign, defer or stop
03 /
Continuing
board advisory
Maintain informed challenge as the business and technology change.
ALIGNED WITH YOUR BOARD CALENDAR
Approval begins the work of oversight. Continuing advice helps your board assess progress, question reported benefits and recognise when a change of direction is warranted.
Preparation for consequential discussions and decisions
Review of results, dependencies and resilience
Challenge on workforce implications and management capacity
A Stronger Board Conversation
Better questions. Clearer expectations.
Your board needs enough understanding to challenge management and enough evidence to judge the answers.
Where could AI strengthen or weaken our competitive position?
Do the returns withstand scrutiny of full costs and operational constraints?
Does management have the capability and capacity to deliver?
What evidence tells us to continue, change direction or stop?
For PE Owners & Portfolio Bopards
Connect AI decisions
to the investment case.
Examine the implications for profitable growth, pricing power, margins and competitive advantage. Build evidence that supports oversight through the holding period and scrutiny from the next buyer.
AI may improve current earnings while changing the durability of future revenue. Your board needs to understand both.
Don’t fund the next AI failure.
19 questions PE owners and portfolio company executives should ask before approving an AI initiative.
Experience Behind the Advice
I’ve sat in the CEO seat.
As a former public company CEO and technology founder, with more than 15 years of board experience. I have been responsible for the commercial decisions, organisational changes and delivery commitments that boards are asked to oversee.
I bring that experience to AI: questioning assumptions, connecting technology choices to business outcomes and helping leaders explain their decisions.
Your board retains its judgement. Your management team owns execution and results.