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AI training for
corporations

Most companies do not have an AI problem. They have licences nobody opens, a legal team that is nervous, and four departments that each need a different thing.

Where it fits

Seats bought, habits not formed

A company-wide licence spreads access, not skill. Usage collects in a handful of early adopters while everyone else keeps working the way they did last year.

Every function needs its own workflow

Recruitment, marketing, legal and finance do not share a use case. A single generic session leaves each of them to work out the specifics alone — so none of them do.

IT has to answer for it

Somebody has to decide what is licensed, what is logged, and what staff may paste into a prompt. That is an admin console session, not a slide.

Leadership needs a plan, not a demo

Executives are asked to fund AI transformation before they have a framework for judging what is worth funding. That conversation is its own session.

What we prepare

Representative engagements, not client records. Every programme is built against the organisation in front of us.

A rollout that stalled after the pilot

Where they start: Enterprise licences are live across the company, but usage sits with the same small group that volunteered for the pilot. Nobody outside it can say what the tool is for in their own job.
What we run: A short introduction run department by department, so the examples are theirs, followed by a prompt-writing session for the people who will keep using it. IT sits a separate admin console session covering licensing, controls and what gets logged.
What they leave with: Each department leaves with prompts written against its own work, and IT leaves with the console configured and a written line on what may and may not go into a prompt.

Recruitment buried in applications

Where they start: A hiring team screens far more CVs than it can read properly, schedules interviews by hand, and writes the same role assessments from scratch every time.
What we run: A hands-on workshop on the recruitment workflow end to end — CV analysis, scheduling, role assessment, and candidate roleplay for interview practice — built on the tools the team already licenses.
What they leave with: The team leaves with a working screening and scheduling flow it has run itself during the session, not a recording to watch later.

Marketing asked to produce more, with the same team

Where they start: A marketing function is expected to raise output across video, social and campaign design without adding headcount, and is experimenting with AI tools one person at a time.
What we run: A workshop covering AI-assisted video production, competitor analysis, text-to-mockup design and automated comment and DM handling, with the team producing real assets during the day.
What they leave with: A shared way of working the whole team has practised, instead of three people each with their own private tool stack.