Turning AI from a Trojan horse into a controlled, governed and responsible driver of value.

I work at the intersection of artificial intelligence, management, governance and human decision-making.

As a consultant, speaker and trainer, I help my clients make better decisions about AI and with AI, while strengthening the management practices required as AI becomes part of their teams’ day-to-day work. Because the moment AI contributes to an analysis, recommendation, communication, automation or decision, it becomes a management responsibility, not simply a promise of greater efficiency.

I help organizations understand where AI can create value, what risks it introduces, what responsibilities need to be clarified, and what capabilities need to be developed before scaling. My work primarily focuses on:

• AI strategy and business decision-making, to determine where to invest, what to prioritize and what is genuinely worth scaling.
• Governance and risk management, to clarify roles, accountability, controls and oversight mechanisms.
• Managing teams that use AI, so managers can better oversee AI use, decisions and the risks that come with them.
• AI literacy and responsible AI practices, to help employees exercise sound judgment, recognize risk and contribute to a clear path for continuous improvement.
• Corporate training and capability transfer, through masterclasses, applied workshops and programs designed to build lasting internal capability.

 

My work with clients is grounded in internationally recognized standards, frameworks and reference points. My practice draws on Québec Law 25, the HR guidelines for the use of artificial intelligence in human resources, the NIST AI Risk Management Framework, ISO/IEC 42001 and 42005, the OECD AI Principles, and guidance from the British Standards Institution (BSI) on responsible AI management.

When AI becomes integrated into an organization, it becomes a management responsibility. Let’s talk solutions.