How I land AI in an organisation.
Two tracks under one roof. Building as the signature, bringing people along as the mission.
Most people who teach AI do one thing: they show others how to talk to a chatbot. Useful, and needed, but it is half the story and the half everyone already sells. My work stands on two legs. One is breadth, lifting a whole organisation and turning the culture so AI belongs to everyone, not just a few front-runners. The other is depth, AI as a tool for making. Turning an idea into something working in hours, iterating faster, validating before you build. That second leg is where I come from, twelve years of design now translated into this era, and it is the part that sets this apart from a standard prompting workshop. So I present it as two tracks under one roof. Building is the signature. Bringing people along is the mission.
The diagnosis: the baseline
Before a single training, I measure in one session where the organisation stands. Capability, attitude, and the opportunities in daily work, turned into a clear starting point everyone recognises. It decides which trainings make sense and in what order. The full method and download live on its own page.
Track 2: Building with AI
Prototyping with AI
From idea to a working thing in hours. The group brings a real idea, we build it live, and they leave with a working prototype and the method to do it again.
Idea to validation
Building to learn, not to launch. The smallest thing that answers the question, put in front of a real user. This is where the design background earns its keep.
Design-led building
AI makes it easy to build the wrong thing fast. This is the discipline underneath, so what works is also what is right.
Track 1: Working with AI
AI literacy and prompting
The natural second step after the baseline. Lifts the large middle group to confident daily use, hands-on with their own tasks.
Department labs
Where the ROI lands. Per function, AI let loose on their real workflows. About their Monday morning, not AI in the abstract.
Data and ground rules
The guardrails, tied to the baseline. What can and cannot go into a tool, lightly and workably. Lowers the fear the baseline measures.
Leadership and strategy
A separate room for management. How to steer adoption, set policy, measure and budget. Often the party that makes it possible or blocks it.
The bridge: the champions programme
The builders the baseline surfaces become the engine. They build the internal prompt library, become the first point of contact, and keep the fire going when I am gone. Train the trainer, so the change belongs to the organisation, not to me.
How a company moves through it
The strength of two tracks is that you never have to guess who is in front of you. A company that is behind starts broad, baseline then literacy then department labs, with the ground rules and leadership around it. A small team that is already AI-driven skips the climb and goes straight to building and validating. One roof, two doors, a complete answer for both.
Building is the signature. Bringing people along is the mission. This approach does not choose between them, it carries both.