What does good look like for you?
Optimise your internal AI rollout
You're rolling out AI to spend less and go faster — is it working on the ground?A real team-wide check-in day: what's working, what needs work and what to fix first.
Free, no obligation. If it isn't the right shape, I'll say so.
Spencer is an absolutely great Principal Product Manager. He has a keen passion for helping people really understand and identify their own and their client's needs. He very cleverly facilitates the process of building a clear plan forwards that pretty much becomes the baseline to the project.
Alastair Williamson Pound
Senior Product Manager
Encourage adoption
Skills and enthusiasm shared rather than handed down — and the training, time and permission people need to actually use the thing, named as the gaps they are.
Avoid the pitfalls
People burning out, and more work coming out than anyone can check. Named while they are still small enough to do something about.
Measure success
What you're expecting AI to do for you, and how you'll know whether it's happening — so “is it working?” stops being a matter of opinion.
You are not imagining it
Some of this might sound familiar.
Not from your company in particular. From most of the buildings I've walked into this year.
Adoption targets that count how many people are using what, by when — and nothing about what the work should look like.
Budget that wasn't there for another hire turning out to be there for everyone's top-tier subscriptions.
Hard questions answered with an instruction to let the AI handle it.
More output than anyone has time to check, and nobody quite sure who is checking.
People worried that saying it isn't working will look like not keeping up.
Enthusiasm handed down rather than shared.
The problem
Nobody has written down what good looks like.
Every team I meet is rolling out AI. A pressure-driven decision, as moving feels safer than standing still — and the tools arrive before anyone sets any guidance. Everyone can buy a subscription, so everyone feels AI ready. That's the ability to purchase, not the ability to get value.
Ask around and you'll hear a version of the same thing: We don't really know what we're going to get out of this, what it will take, what issues will come up, or how we'll measure it. The targets are about adoption — how many people using what, by when. Nobody has written down what the work should look like when it's going well, or how you'd know. The people doing the work are usually the first to feel it, and the last to be asked about it. What tends to show up first is people burning out, and more work than anyone can check.
This session is a day spent defining it, together, with the people who actually do the work in the room.
Spencer has a keen instinct for finding the right problem to solve and a talent for leading discovery towards the right solutions. Laser focused on value, he helps teams concentrate on aligning their output with the big picture, keeping the user front and centre throughout.
Alan Gardner
Engineering Principal
If you can already see this, and what you need is something concrete to put in front of the people who decide, that's what the day is for.
The outcome
What you leave with
Four things you can show someone, and one that arrives afterwards.
The picture
A shared end-to-end picture of how the work actually runs — often the first one the team has had.
The intent
What you're expecting AI to do for you, written down in words everyone in the room recognises.
The measure
How you'll know whether it's happening, so “is it working?” stops being a matter of opinion.
The starting point
The first thing worth fixing.
Plus, afterwards, a short write-up on what's missing.
- Training
- Skills
- Time
- Budget
- The rules about what's allowed
- How far this goes
The day
What happens
We map how your work actually runs, end to end. We'll mark where AI is already being used and where it's going next. Then we get honest about three things: what you know, what you don't, and how you'd find out.
We go through what's missing one gap at a time. What isn't working, and what would make it work. How you're training people and sharing skills and enthusiasm — authentically, not dictatorially.
It's a workshop in the proper sense — figuring it out together, sharing not telling. No slides, no framework. I ask a lot of outsider questions on purpose; the useful answers are usually the ones everyone inside assumes are settled.
Our coaching sessions proved to be such a success that Spencer was subsequently asked to work with our team to help us build out documentation and a service map. Spencer's warm, intuitive approach to people is proving invaluable in building buy-in from internal stakeholders and unlocking valuable insights.
Rebekah Parekh
Product Specialist
Before you book
Is this the right thing for you?
Book the day if
The rollout has started and nobody has written down what good looks like.
You can see the problem, and you need something solid before you raise it.
The people doing the work haven't been asked what's actually happening.
Probably don't, if
You're after a verdict on a decision that's already been made.
You'd rather have a strategy document than the people who do the work in a room for a day.
You already agree on what good looks like, and how you'll measure it.
What it costs
£1,250
Ex VAT, plus expenses.
One day, one price, and no hard sell waiting at the end.
Sometimes the honest outcome is that you don't need outside help beyond this. That's a good result, and I'll tell you honestly if you're there already.
The practical bits
- How long
- One day.
- Where
- Remote or on-site. These sessions work well remotely, where expenses are usually nil.
- Who
- Six to eight people, covering between them every part of the business the rollout touches — represented by the people doing the work, not only the people accountable for it.
- Afterwards
- A short write-up from me, ending with what I'd look at next — written so you can forward it.
