AI workshops after which your team genuinely works differently.

In many companies AI has come in through the back door. Some of the team use it on their own initiative, others not at all. Someone pastes company documents into a private chat because nobody said what is off limits. Managers’ desks fill up with long, polished texts that add nothing and have to be fixed afterwards. Every week brings a new tool that everyone ‘has to’ be amazed by.

After the workshop, the team knows how AI works, where it gets things wrong and where the risks lie. They don’t chase every novelty, because they understand where the tools come from and what their limits are. Everyone has their own tool set up for them, knows the rules and has a simple way of working that makes AI help rather than create more work for others. Managers get a concrete result, not AI slop.

We start with understanding. I show that AI predicts the next words, would rather guess than say ‘I don’t know’ and answers slightly differently every time. We talk about the traps everyone falls into: hallucinations, meaning invented facts and sources stated with complete confidence; data that must never be pasted into a chat; shadow AI, meaning private accounts used for work; sycophancy, because AI agrees with you more readily than a person would and drops good answers under pressure; bias in its answers; and finally AI slop and workslop, texts that look like work but simply shift it onto others.

Then we move on to practice. Everyone sets up and tailors their own tool: ChatGPT, Claude, Gemini, Copilot or whichever one your company uses. We learn to hold a conversation with AI, write prompts and check answers before they go any further. We practise on tasks from your everyday work.

You leave with a configured tool, the ability to talk to AI and verify its answers, a list of dos and don’ts, simple guidelines for the company and a logical way of working that delivers results, not yet another text to fix.

Everyone explains everything to AI from scratch, every single time. The same report or proposal comes out differently for each person. The company has a few people who ‘get AI’, but their knowledge stays with them and never reaches the rest of the team.

After the workshop, participants have their own working environment in the tools the company already has. AI knows the context, works to your standard and carries out repetitive tasks the same way every time, and each repetition saves time. Participants become AI champions: leaders and experts who teach others, share good practice and build simple, safe tools for themselves and the team.

We work on your tasks. I teach you how to give AI context about the company, your clients and the way you work; how to build projects as permanent spaces for repetitive tasks; how to create artefacts, meaning small tools and summaries made without a developer; and how to capture processes in skills that AI carries out to your standard. We discuss how to build tools that others can rely on, and how to share them across the company.

You leave with your own AI working environment, working projects, artefacts and skills for your tasks, and the know-how to take the subject further in the company.

The board knows AI matters, but not where to start or what to avoid. Some employees are afraid of AI, others use it quietly on private accounts, and others again are indifferent. Generic training shows other people’s examples that don’t fit your company.

After the workshops, you know where and how to develop your company with AI: when to use it and when not to. You have a rollout plan that doesn’t meet resistance, doesn’t push people into shadow AI and doesn’t end in indifference.

We start by getting to know your needs: conversations and a review of your processes and tools. On that basis I build a programme for a small group, run as panel sessions. We work on where AI adds value in your company and where it doesn’t, how to roll it out safely with clear rules, roles and accountability, and how to lead the change so that people embrace it.

You leave with a clear picture of where and when to use AI, directions for developing the company and a rollout plan that limits risk.