Two things, in the same session. First, tailored coaching: each executive works on their own tools and their own files, at their own level. Then an open strategic discussion on integration into the teams and the organisation: who to equip, how to bring the subject to managers, what to govern, and what it shifts in roles and skills.
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 coaching and discussion is set to suit your board.
A demonstration on your own cases, followed by a no-filter discussion: what these tools change for your sector, what is real and what is marketing.
The recommended format. Each board member works on a case from their own function, then the board aligns on the governance questions.
Hands-on in the morning, prioritisation in the afternoon: use cases ranked by value and feasibility, first investment decisions, a timeline.
The outline below is the half-day seminar. It adjusts to your sector, your maturity and the real level of each board member, identified during scoping.
Individual support, not a group demo: everyone moves on their own tools, at their own pace and level. An executive who has analysed a contract or prepared a board meeting themselves no longer asks the same questions afterwards.
The market's vocabulary has become an obstacle. This sequence resets it so the board is talking about the same thing.
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.
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.
This seminar ends on dated decisions and a chosen first scope.
Examples of outcomes observed at the end of a seminar. Yours will depend on your sector and your starting point.
The board was torn between equipping everyone and waiting. It leaves with a forty-person pilot, a budget and a review date.
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.
Half the teams were already using consumer tools with no framework. The board chooses to equip rather than ban, with a short charter.
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.
Training stops being an event: successive populations, internal champions, measurement milestones and real-usage criteria set by the board.
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.”
A scoping call: your context, your teams, the format that fits best.
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