Decide which AI opportunityto pursue first.
One day, on site, with your leadership team. We compare a small number of commercially relevant opportunities, score them in the room, and rule most of them out. You leave with one prioritised opportunity and the reasoning written down.
This is a prioritisation decision, not an investment decision. The quantified case comes later, and only if this day says the opportunity is worth taking into detailed business-case work.
Understand. Identify. Prioritise. Decide.
Too many ideas, no agreed basis for choosing between them.
Most leadership teams do not have an AI shortage. They have a long list of possibilities, several enthusiastic people and a few pilots running quietly. What they do not have is an agreed way to rank any of it.
Without that basis, pilots can stay isolated, investment gets spread thinly, and the board keeps reopening the same decision. The risk is technology without transformation: more licences, more pilots, and nothing anyone can put a number against.
A day in the room should end in a decision. Not more ideas — one priority, and the reasons for it.
This is a decision workshop, not AI training.
Not AI awareness training. Not a Copilot demonstration. Not a vendor presentation with your logo on the front.
It does not produce detailed process redesign, a quantified business case or detailed technical design. Those need proper discovery inside your business, and they are what the next engagement is for.
We arrive with your industry, not a blank page.
You are not paying for a facilitator with sticky notes. We come in with a working view of how firms like yours make money, and where AI may affect those economics. Your team corrects it.
What matters commercially
What the board is being judged on this year, and what would have to move for that to change.
Where value is created here
Your value chain in your own language, and the processes that carry the money through it.
Where AI may change the economics
Not where AI is technically possible. Where it may affect revenue, margin, cost, capacity, cycle time, quality or risk.
What is realistic
Data, process maturity, appetite for change, and whether your people would actually work differently.
What gets ruled out
Often the most useful hour of the day. A short list only means something once the long list has been cut.
Which opportunity we pursue first
One prioritised opportunity, with the reasoning written down.
Six lenses on every opportunity.
Not six sessions. Six questions asked of the same handful of opportunities. An idea that looks strong through one lens and weak through another is worth the argument. That argument is the point of the day.
Economics and customer
Which number in your management accounts would move if this worked.
Strategy
Whether it serves what the board has already committed to this year.
Process and operating model
Whether the work is repeatable enough, and what would have to change around it.
People and capability
What changes for the people doing the job, and whether that can be absorbed.
Systems and controls
What you already own, and what governs how it can be used.
Data
Whether it exists, can be trusted, can be reached, and should be seen.
Risk is not a seventh lens. It is a separate gate applied to every candidate. It is never traded against value.
Two questions. Never one score.
A single readiness score can hide the difference between value and feasibility. An easy opportunity can rank above one with greater commercial potential. We plot potential value against feasibility and keep them apart.
Higher value, more feasible now
A strong candidate for deeper work.
Higher value, but constrained
Higher potential value, but held back by a dependency. We name the dependency and sequence it rather than discard the opportunity.
Feasible, but lower value
Often easier to pursue, but with less commercial value. Ease alone is not a reason to prioritise it.
Low priority
Declined on the day, with the reason written down.
You leave with a picture, not a percentage. The decision is yours.
These positions are indicative and relative. They compare opportunities against each other on the evidence available in a day. They are not a quantified business case, and no figure here should be taken to the board as a return.
And you score with us.
The scoring happens in the room, in front of you. You see what a 1, a 3 and a 5 mean on every lens before anything is scored. If you disagree with a score, you say so.
The anchors are visible
Six lenses, and what each score means on each one. Nothing is held back, because a room that cannot see the anchors cannot argue with the result.
We hold the pen, you hold the argument
Every candidate is scored live. Where the room splits, both numbers are written down. The split is usually more useful than the average would have been.
The reason is always recorded
The number matters less than why. The reason carries into AI Business Case & Process Redesign. It is also what stops the same argument restarting in six weeks.
Two rules we do not bend. Risk can veto. A risk score of 1 stops a candidate, however valuable it is, until the governance is designed. And nothing is scored without a written reason. A score your leadership team helped set is easier to defend later than one presented after the meeting.
Five things, all of them yours to keep.
An opportunity map
Where AI may create commercial value in your business, grouped and prioritised.
A value and feasibility heat map
Relative potential value set against how feasible each opportunity looks now. Two axes, never merged into one number.
Priority opportunity cards
The small number of candidates worth deeper work, each with the reasoning attached.
A decision on record
What was prioritised, what was ruled out, what was deferred, and why. This is the part that stops the argument restarting in six weeks.
A brief for the next engagement
If deeper work is justified: what AI Business Case & Process Redesign should examine, and what it needs to establish.
At the end of the day you know where. You do not yet know how the work actually runs, what the change is worth, or whether to invest. That needs access to the people who do the work, and it is the next engagement.
The people who can act on it.
Chief Executive or Managing Director. Finance Director. Operations Director. Chief Information Officer or head of IT. Plus whoever runs the function under most pressure — operations, service, sales or finance.
The room needs enough breadth to make the decision, without becoming a large meeting.
If the Chief Executive or Finance Director cannot attend, we would rather move the date than run the day without them.
Where it sits in your technology estate
Microsoft 365, Copilot, Power Platform or Dynamics may already be in your estate. The workshop considers which of that capability the priority may actually need.
We do not sell, resell or implement any of it. That remains with your technology partner.
What it costs to decide first
£2,500 to decide which opportunity deserves deeper work, before committing to a much larger engagement or an implementation.
The assessment finds where to look. This day decides where to concentrate.
AI Opportunity Assessment
Complimentary · 30–45 minutes.
Where might AI create value in our business?
Establishes whether a workshop is justified at all.
AI Business Envisioning Workshop
£2,500 · one day.
Which AI opportunity should we pursue first?
Your leadership team leaves with one prioritised opportunity and the reasoning recorded.
AI Business Case & Process Redesign
From £15,000 · four to eight weeks.
What needs to change, what is it worth, and should we invest?
The work redesigned, the case quantified, and a high-level solution design for your technology partner.
Your technology partner completes the detailed technical design and builds the solution. We do not sell software, licences or implementation.
One day. One priority. The reasoning on record.
The normal route starts with the complimentary assessment, so we both know the workshop is worth booking.
Book a complimentary AI Opportunity Assessment