Decide on AI having actually used it.
Support for executives that combines practice and decision-making: you put the tools to the test on your own files, then the committee decides together — who to equip, what to govern, what message to the teams, which roadmap.
CEO, ExCo, management committee. Does this sound familiar?
The topic is on your desk
The board, the shareholders or your managers expect a position: budget, tools, timeline. You want to take it with full knowledge of the facts.
Your teams have already started
AI usage already exists in your organisation, official or not. The framework still has to be set: data, validation, licences.
You want to judge for yourself
One more conference will settle nothing. Handling the tools on your own files, hands on the keyboard, will.
Three formats, balancing hands-on practice and strategic discussion.
In all three, every participant handles the tools themselves — the condition for the strategic discussion that follows to rest on something other than slides. The balance between practice and discussion is set to suit your board.
See clearly
A demonstration on your own cases, followed by a no-filter discussion: what these tools change for your sector. You leave with first decisions or working leads; the detailed roadmap belongs to the longer formats.
an existing ExCo meeting
Practise and decide
The recommended format. Each board member works on a case from their own function, then the board aligns on the governance questions.
6 to 12 people
Build the roadmap
Hands-on in the morning, prioritisation in the afternoon: use cases ranked by value and feasibility, first investment decisions, a timeline.
directors concerned
What happens after the seminar?
The seminar lets the executive committee set a first course: tools, usage rules, teams to support and questions to explore further. When several departments or processes need to be studied, the business diagnostic then verifies the cases in the field and builds a detailed roadmap.
From individual practice to collective decision.
The outline below is the half-day seminar. It adjusts to your sector, your maturity and the starting point of each board member, identified during scoping.
Put the tool to the test, each on their own file
A contract, a report, a sensitive file: each executive puts the tool to the test on their own remit. You see with your own eyes what it gets right and what it misses, on your documents. The strategic discussion that follows starts from that evidence.
- Each participant puts the tool to the test on a real document from their function, prepared beforehand
- Finance : reading a report · RH : analysing an agreement · Sales : preparing a major meeting · Legal : clause review
- What the tool got right, what it missed, and why: the mechanics explained without jargon
Reading the landscape rather than enduring it
The market's vocabulary has become an obstacle. This sequence resets it so the board is talking about the same thing.
- Assistants, agents, agentic : what these words actually cover, with live demonstrations
- What is mature, what is promising, and what is sales talk
- What companies comparable to yours actually do, without the conference exaggerations
- The cost of doing nothing and the cost of doing it badly: both can be quantified
Measuring what is at stake for your organisation
The question is not only “what does the tool do” but “what does it shift here”. This sequence translates the technology into concrete consequences for your business.
- Exposed roles : where the value of the work moves, and where it doesn't
- Skills : what to build internally, what to buy, what becomes secondary
- Competitive position : the advantage to take, the one to defend, and the pace your sector sets
- Risks : confidentiality, vendor lock-in, output quality, compliance
- Effect on the teams : what is already being said internally, and what a board must own publicly
Deciding how it lands in the teams
The strategic discussion itself: how the subject enters the organisation, and what the board must own. Questions only it can settle — and which block everything while they stay open.
- Data : what can be submitted to the tools, what cannot, and who decides
- Licensing : which licences for whom — full coverage is rarely the right starting point
- Guardrails : usage charter, sign-off on output, and what to do about the unofficial usage already in place
- Role of managers : how the subject is carried one level down, what is expected of them and what is not
- Message to the teams : what the board says — and does not say — about expected gains and about jobs
- Ownership : who carries the subject internally, with what mandate and what resources
Leaving with a direction
This seminar ends on dated decisions and a chosen first scope.
- Three to five prioritised use cases, ranked by expected value and ease of implementation
- The first population to equip and train, named
- The decisions taken in the room, recorded, each with an owner
- What stays open, and the timeline to settle it
What these seminars produce.
Examples of outcomes observed at the end of a seminar. Yours will depend on your sector and your starting point.
A first population named
The board was torn between equipping everyone and waiting. It leaves with a forty-person pilot, a budget and a review date.
A position on data
Each function had its own unofficial doctrine. The board rules on what can be submitted to the tools, by document category, and makes it known.
Shadow usage brought into the open
Half the teams were already using consumer tools with no framework. The board chooses to equip rather than ban, with a short charter.
A tool choice owned
The board picks between platforms rather than stacking them: what each one really covers, what it costs at scale, what it commits on data and integration.
A managed rollout
Training stops being an event: successive populations, internal champions, measurement milestones and real-usage criteria set by the board.
A shared vocabulary
Before: everyone reading at a different level, debates going nowhere. After: the same words for the same things, and decisions that can actually be made.
“In two seminars, Jonathan showed us the concrete potential of AI for our business. A clear, well-taught approach built on practical cases: directly applicable day to day.”
Frequently asked questions
Executives do not remain spectators: they test the tools on concrete situations and files before addressing strategic decisions. Discussions about use cases, equipment, governance and deployment therefore start from what they have actually experienced.
No. No technical prerequisite is required. The cases and tools are prepared so that each executive can quickly test AI on situations relevant to their role and organisation.
Discussions can cover priority use cases, tool selection, team equipment, changes to work, data, governance, risks, manager support and the deployment roadmap.
The objective is to establish priorities, decisions and an initial deployment path suited to the organisation. When a deeper analysis of roles and processes is needed, a business diagnostic can then explore requirements department by department.
Thirty minutes with you or your chief of staff is enough to scope it.
Book 30 minutes
A scoping call: your context, your teams, the format that fits best.
Describe your need
Three lines is enough: reply within 24 h.