AI at Board Level

Technology, and AI in particular, is one of the three areas I work in as a Non-Executive Director and Board Adviser, alongside consumer goods and industrial businesses. This page covers how I help boards govern AI: testing the claims, the spend and the risk before they commit, for private, PE-backed and growth boards in the UK and Europe.

Most boards now hear an AI proposal at every meeting, and few have a director who uses the tools day to day. I do. I run my own practice on a set of AI tools under a written governance standard, with a decision log, an approval rule for anything that leaves the business, and a regular review of whether each tool still earns its place. That gives me a practical view of where AI saves time, where it adds risk, and what a board should ask.

What I bring to a board on AI

Hands-on governance. A board-grade AI operating system for my own practice, written up as a case study on this site: what is allowed, who approves, and how tools are reviewed and retired.
Seeing the wider opportunity. As Board Adviser to Xerini, I saw that its AI tool, first built for the building industry, had uses across other sectors that had not been recognised.
Technology businesses. Board Adviser to Aestimo Technologies, a quantitative European equities investment business.
Operating judgement. Years of running businesses mean AI proposals are judged on margin, cost to serve and execution risk, not on the demo.

Questions I help boards answer

Which AI proposals will change margin or cost to serve, and which are just activity?
What data leaves the business, who approved it, and what is the exit route if a supplier fails or changes its terms?
How will the board know, in six months, whether the spend worked?

Case studies

Talk to me

Whether your business is in technology, consumer goods or industrial, if your board is looking for a Non-Executive Director or Board Adviser, get in touch or read more about my NED and board advisory work.