Teams & organisations
AI your whole team actually uses
Not just the keen one.
Most companies have bought the licences, run the lunch-and-learn, and watched it fade by the next quarter. That is not a training problem or a tool problem. It is a process problem, and process is what I have designed for a living since 1998. I will tell you where AI saves your team real time, where it does not, and I will leave people inside the business who keep it going after I have gone.
Book a 30-minute callAudience
Who this is for
Owner-led businesses and professional services companies with a team, roughly ten to a hundred people, where the leadership wants AI used properly and nobody has the time to own it. If you have one person who is brilliant with it and forty who are not, that is the pattern I see most.
The pattern
Why rollouts fade
- 01
The tool was added to the old process, so it added a step instead of removing one.
- 02
Nobody was made responsible for it, so it belonged to whoever was keen that month.
- 03
Nobody wrote down what it was meant to save, so nobody noticed when it stopped.
Buying the tools was the easy bit. Getting a whole team to use them well is the job.
Services
What I do
Six ways in, usually in this order. Everything is quoted after a conversation.
- 01
Team AI Discovery
A clear plan for where AI saves your team time, and where it doesn't.
Interviews with leadership and the people doing the work. A walk through how the work flows, not how the procedure says it does. You get a short written plan with no jargon, a priority order, and a one-page draft of ground rules your staff can follow on day one.
- 02
AI Policy and Ground Rules
An AI use policy people will follow.
What is allowed, what data goes where, which tools, who to ask. Written in plain English to sit alongside your lawyer's advice and your IT provider's controls, with a staff briefing so it is read rather than filed.
- 03
Team AI Training
Staff using AI on their real work that week.
Hands-on sessions built around your team's own tasks, not generic prompts. Half day or full day, up to fifteen people a session. Everyone leaves with something they built that morning and will use that afternoon.
- 04
AI Champions Programme
Internal people who keep it going after the trainer leaves.
Six weeks with three to five of your staff, turning them into the people the rest of the team asks. They learn the method, not just the tools, so they can solve the next problem without me.
- 05
Team AI Advisor
Use keeps growing instead of fading out.
A monthly session with leadership, a drop-in clinic for staff, onboarding for new starters, and a quarterly review of what is being used and what it is saving. Six-month minimum, because that is how long habits take.
- 06
Implementation
The tools set up properly, once.
Account rollout, shared prompt libraries, and where the plan calls for it, systems that take work off people: phone and message handling, enquiry follow-up, the admin nobody wants. Quoted per job after Discovery, never before.
How discovery works
Process first. Then AI.
Discovery is where most of the value is. I have been mapping how work happens since 1998, and the pattern is always the same: fix the process, then decide what AI should do in it. Sometimes the answer is not AI at all.
- 01
Map what happens.Who does what, in what order, with which systems, and where it gets handed over. What happens, not what the procedure says.
- 02
Find the friction.Double handling, rekeying, waiting on approvals, the same question answered twenty times a week.
- 03
Fix the process first.Take out the steps that add nothing before adding anything new. Automating a bad process just makes it fail faster.
- 04
Decide what fits.AI, ordinary automation, or a simple change in how people work. Whichever is cheapest and will stick.
- 05
A plan you can act on.Three to five priorities, in order, with what each should save. Anything that needs building is quoted separately.
Process
How an engagement runs
- 01
A 30-minute call
You tell me what is annoying you. I tell you whether I can help and what I would do first.
- 02
Discovery
Usually where we start, because training before you know the process is how the last rollout faded.
- 03
Training and Champions
In whichever order the plan says.
- 04
Advisor
If you want someone outside the business keeping the pressure on.
Why me
Why me
I ran IT at Lazard Asset Management in London for five years. I then spent six years designing service and change processes for organisations where process is not optional, including National Air Traffic Services and PepsiCo, where the change management process I designed for Europe, the Middle East and Africa was adopted across Asia and the Americas. ITIL and Six Sigma trained. Since 2014 I have run The Caper in Orewa, and since 2024 I have been building an AI receptionist product. I have seen AI fail in a business up close, and it is almost never the AI.
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