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AI adoption is not the same as deploying an AI tool. It is the process of embedding AI into how people work, decide, and collaborate — while managing risk, resistance, and regulatory requirements. I bring 20+ years of change and adoption experience, hands-on AI expertise, and 17 years of compliance-aware delivery in pharma — including leading the organisational side of EU GDPR implementation. That same discipline now applies directly to the EU AI Act.
From AI tools to Agentic AI. Many organisations are now moving beyond individual AI tools towards agent‑based workflows, where AI systems act and execute tasks across processes. This shift introduces new adoption, governance, and accountability challenges. I support organisations in adopting agentic AI in a way that people trust, use, and sustain.
Before investing in AI, understand whether your organisation is ready to adopt it. I assess governance, capability, compliance readiness, and change capacity — including alignment with EU AI Act requirements. With 17 years of compliance-aware delivery in pharma, including EU GDPR implementation and GxP-regulated system rollouts, I bridge the gap between regulatory requirements and organisational reality.
AI literacy is a legal obligation under the EU AI Act since February 2025 — but knowing that you need it is not the same as knowing what your organisation specifically requires. I advise on AI literacy strategy: assessing competency gaps across roles, defining what “AI literate” means for your context, and identifying the right external training and upskilling resources to get you there. The goal is a practical, targeted plan — not generic awareness sessions.
The technology works. The question is whether your organisation will adopt it. I develop and execute adoption strategies for AI programmes — from sponsorship alignment and communication to resistance management and reinforcement. I also advise on where to find the right upskilling resources to meet both business goals and EU AI Act obligations. As AI matures towards agentic capabilities, the adoption challenge only grows. I help organisations prepare for that shift.
Leaders make or break AI adoption. I help senior leaders and sponsors understand their role in driving AI adoption — not as a technical initiative, but as an organisational change. Drawing on Prosci’s sponsorship model and the ADKAR framework, I build sponsorship roadmaps, facilitate leadership alignment, and coach sponsors to lead the change visibly and consistently.
When AI changes how decisions are made, the organisational impact is significant — and it multiplies as AI evolves from assistive tools to autonomous agents. I map what changes for whom: new roles, changed decision rights, human oversight requirements, and the emerging reality of human-agent collaboration. This is not technical workflow automation — it is the organisational redesign that determines whether people and AI agents can work together effectively.
How do you know if AI adoption is working — and how do you prevent it from stalling after go-live? I define what success looks like, design measurement frameworks with leading and lagging indicators, and build reinforcement plans that sustain adoption over time. This draws on my Product Adoption Excellence background at Novo Nordisk, where I worked with behavioural data and digital analytics to track real usage — not just training completion.