AI-Era Fluency
Unlearn. Relearn. Reinvent.
The decisions you actually have to make. Not a lecture, not a certificate, and nothing you could have read.
Why this exists
What this actually is. What it is not. And what to build.
Three questions, and almost nobody answers all three in the same room. What the technology genuinely does today. Where it is going, and what that means for the work you do. And how to build an operating stack of your own rather than renting someone else's.
Tools change every six months. Those three do not — which is why what you leave with keeps its value.
Anyone can take a seat. The board director who has to sign something off. The founder building the thing. And the person who is simply curious and would rather be early than catch up later.
The calendar
Every room runs as a pilot first.
All of them online, all of them ten seats, all of them by application. Each runs once as a pilot. The ones that work come back on a schedule.
Every room is an application, not a checkout. Ten seats, and we read all of them. We pick for range — different industries, different problems — because half of what happens in the room comes from the other nine people. Everyone hears back either way.
The rooms
Ten people. Online. By application.
Every room runs online this year, so where you are is not a reason to miss one. Closed rooms for boards and executive teams run in person, at your place.
The Independent Practice
Three sessions, a week apart · online
Dates set with the room · times that work for Sydney, Singapore, India and Dubai
Three Saturdays, a week apart. You map your own week, build one part of it to run without you, then report what broke. You leave with something working, not notes.
For the consultant, fractional executive or second-act leader running a practice alone, doing four jobs when clients pay for one.
Ten seats. We read every application.
- You run a practice on your own, or with one or two others
- There is real revenue — this is not the year you are testing whether it works
- You can name the thing that is eating your week
- You will do the work between the sessions
- You want a general introduction to AI — that is a different room
- You cannot make all three sessions
- You would send someone in your place
AI Fluency
What the tools are, what they cost, what they reliably get wrong — and how to tell a real capability from a good deck.
For the leader making decisions about something nobody has explained properly.
Register interestLeader-Led AI
The four decisions you cannot delegate, written down, and a ninety-day plan you signed.
For the executive whose team is already using these tools, and who wants the line drawn before it is needed rather than after.
Register interestAI Governance
An accountability map for your own organisation, and what a regulator will actually ask for.
For the director who wants to be able to answer what their organisation asked an AI last quarter — before anyone asks it.
Register interestMindset by Design
Your assumptions surfaced and tested, one real decision loop redesigned, and a peer holding you to it.
For the leader whose instincts are excellent and were formed for a different set of conditions.
Register interestOperating Model for the AI Era
Your operating model mapped against the ambition it carries, and what to change first.
For the executive ready to change how decisions get made, not only which tools support them.
Register interestEvery room, in sequence.
All six, run as one programme across a week — the whole arc rather than a single day. For the leader who would rather do it once, properly.
Opens after the pilots have run and the rooms have earned it.
Register interestClosed rooms
Or bring your own ten.
Every room above runs closed, for one organisation. Same format — except everyone works for you, and the material is your decisions instead of worked examples.
Boards
Governance, accountability and the questions to put to management.
Executive teams
One decision loop, everybody who has to live with the answer in the room.
Function leadership
The people running the work, with the workflows they actually run.
The Roundtables
One industry. One table. The next ten years.
Ninety minutes and a dozen people who actually run something in the same industry, working on the question none of them can answer alone: where is this going, and what does it mean for the way we operate?
What is already working elsewhere in the world. What the regulator is going to want before it asks. What the model of this industry looks like in ten years, and which parts of today's version do not survive it.
People running the work, not people representing it. Ten or twelve, one industry, no two from the same organisation.
Chatham House. No slides, no panel, no vendors in the room. We convene it and chair it, and we write up what the table agreed and what it could not.
Nothing. And nothing is sold in the room — by anyone, including us. The moment it becomes a funnel it stops being worth attending.
The tables we are convening first
What it is not
Not a certificate.
Proof is the difference between your score walking in and your score a year later.
Not e-learning.
Nothing is recorded. The value is the other nine people.
Not delegable.
The shift has to land in the person making the decision.