I advise, speak and educate on data governance, AI governance and privacy.
The work sits underneath the policies, frameworks and technology: what are we actually trying to do, what are we assuming, who is affected, and who owns the consequences?
Because good governance is not about producing more governance.
It is about making better decisions.
Smart organisations make bad decisions all the time.
Usually for fairly predictable reasons.
They start with the technology.
They collect data because they can.
They mistake more data for better understanding.
They treat model accuracy as proof that the decision is good.
They automate something without deciding when a human should intervene.
They ask Legal to sort out the consequences afterwards.
They give everyone responsibility and nobody accountability.
Then they call the problem “governance”.
It usually isn’t.
It is a decision problem.
And the useful thing about predictable mistakes is that you can catch them before they become expensive ones.
What I do
Advisory
I work with boards, executives and teams on difficult decisions involving data, AI and privacy.
That can mean AI governance, data governance, privacy strategy, accountability, risk, or simply helping Legal, Technology, Data and Commercial stop having four different conversations about the same problem.
The goal is not more process.
It is a better decision.
[Advisory]
Speaking
I speak about data, AI, privacy and human decision-making.
Not as separate subjects, but as different parts of the same problem.
My talks challenge assumptions around AI adoption, governance, data use, accountability and what happens when technically successful systems meet actual human beings.
[Speaking]
Education
I teach professionals, leadership teams and students about privacy, data governance, AI governance, MarTech and AdTech.
The aim is not to turn everyone into a lawyer.
It is to help people understand enough to ask better questions, spot bad assumptions and know when something deserves more scrutiny.
[Education]