AI Strategy Workshop
Half a day with your leadership team, for a fixed £1,950 plus VAT. You bring the people who actually decide things and the questions your board has started asking, and you leave with a written view of where AI fits in your business, what to do first and what it is likely to cost. It is run by someone who has held CTO and CIO roles and carried senior manager accountability at two UK insurers, rather than by a sales team.
Why we charge for this
Almost every AI workshop on the market is free, and it is worth understanding why. The firms running them build and implement AI systems, so the workshop ends in a proposal for their own work and it pays for itself in pipeline. The advice can be given away because the advice is an argument for the build.
We are paid by the client, and only by the client. We take no commission, referral fee or resale margin from any vendor, we have no implementation arm that needs feeding, and we are not tied to a single platform. If the right answer for you is a tool we have no relationship with, or is to do nothing at all this year, that is the answer you get, and charging for the half day is what makes it possible to say so.
The price is on this page for the same reason. An unpublished price puts the question back in your mind about what you are being qualified for, and a number you can approve without a procurement exercise removes it.
What happens in the half day
We start with where you actually are rather than where a maturity model says you should be, which means walking through what your teams have already tried, what is running in production and what has quietly been abandoned. Most leadership teams discover in this first hour that different parts of the business have a different picture of the same estate.
We then work through the opportunities in front of you and score them against the things that decide whether they survive contact with reality: how much the capability matters strategically, how ready the underlying data is, what the integration actually involves and where the governance burden falls. Scoring them together in the room is the part that changes minds, because the ranking a leadership team produces jointly tends to differ from the one anybody brought in with them.
We finish on cost and accountability, which are the two questions boards ask and pilots rarely answer. That means a realistic view of what the leading candidate costs over three years rather than what the licence quote says, and a straight conversation about who in your organisation would own the outcome.
What you leave with
A written summary within two working days, covering the opportunities we scored and how they ranked, the one we would start with and why, the real obstacles in front of it and a first view of the three-year cost. It is written to be forwarded to a board without translation.
It is deliberately a document you can act on without us. If your own team can take the first initiative and run it, that is a good outcome and the workshop has paid for itself several times over. We would rather be useful in half a day than necessary for six months.
Who should be in the room
Four to eight people, and the constraint that matters is seniority rather than number. You want whoever owns the operating model, whoever owns the technology, whoever owns the risk or compliance position and at least one person who runs a function where the work would actually land. A workshop with only technologists in it produces a technology answer, which is usually the wrong shape of answer.
It works in your office or remotely, and in person is better if the group has not had this conversation together before. Half a day is chosen partly because it is realistic to get four executives to commit to a morning, and a full day quietly filters out the people you most need there.
What it leads to, including nothing
Some teams leave with enough to act on and we never hear from them again, which is a perfectly good result. Some find the picture is murkier than they thought and want it established properly, and that is Breathe, our discovery and strategy sprint. If you go on to Breathe within three months, the £1,950 comes off the price.
Where the workshop lands on a single use case that clearly matters and the need is to build it properly, with governance and measurement designed in from the start, that is Flow. Where the gap it exposes is that nobody senior owns AI at all, that is Grow, or the broader fractional CTO role if the whole technology function is the thing without an owner.
Related reading
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Is Your AI Consultancy Independent?
Almost every AI consultancy calls itself independent and almost none of them mean anything you could check. The question that actually works is what they sell, because that determines the advice before anybody has spoken to you.
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AI Readiness Assessment: What It Actually Involves and Why Most Get It Wrong
AI readiness assessments come in two versions: generic maturity models, and actual strategic assessment. Here's the difference and why it matters.
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The Real Cost of AI: A Total Cost of Ownership Guide for the COO
The licence fee is just 8-15% of what AI really costs over three years. How a COO builds a true total cost of ownership picture before signing off.
Book a workshop
Tell us roughly what your board has started asking and who you would want in the room, and we will confirm a date and send the pre-read. Half a day, £1,950 plus VAT, credited against Breathe if you go on to it. We reply within one working day.
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