There is no shortage of AI tools, platforms, automation ideas and things a business could do.
The harder question is deciding what deserves attention in your business.
That is where I start.
Before recommending action, I want to understand the question you are actually trying to answer, the evidence around it and what would make a useful outcome.
Sometimes that leads to action.
Sometimes it narrows the problem.
And sometimes the useful answer is not yet.
If you come to me because you are considering AI, you do not need to know which platform you want.
You do not need an AI strategy prepared in advance.
And you do not need to translate your business into technical language for me.
I start with what is happening in the business and what you are trying to understand or improve.
From there, the question becomes whether AI is relevant - and if it is, where.
I deliberately separate two kinds of AI question.
If the uncertainty is about how your business is being found and understood through AI-led discovery, that belongs to AI Visibility.
If the uncertainty is about where AI could improve the way the organisation works, that belongs to AI Readiness.
I do not merge those questions into one generic AI audit because they require different evidence and lead to different decisions.
Not sure which applies? Explore the two pathwaysYou know your business better than I do.
So I will need enough context to understand what is happening, what matters and what constraints need to be considered.
Exactly what I need depends on the engagement.
But the aim is not to create weeks of preparation or unnecessary work for your team.
You do not need perfectly organised information.
You do not need to know the answer already.
And you do not need to impress me with how much AI you are using.
Useful evidence matters more than AI maturity theatre.
I am not trying to produce the longest possible list of AI opportunities.
Possibilities are easy to generate.
Priorities are harder.
I am looking for the things that materially change the decision:
What deserves attention now?
What can wait?
What needs stronger evidence?
What creates unnecessary risk or complexity?
What may not be worth pursuing at all?
That distinction is important because a recommendation is only useful if it helps you decide what happens next.
An assessment is not useful if the reasoning disappears when the consultant leaves the room.
I want the findings and recommendations to be clear enough for you to return to, discuss internally and use when deciding what to do next.
The exact deliverables vary by engagement.
But the standard is the same: you should understand what I found, why it matters and what I recommend you consider next.
Not more AI noise. Better decisions.
The evidence may suggest that you should proceed.
It may suggest narrowing the scope.
It may make sense to use your internal team.
You may already have an agency or technology partner capable of implementation.
You may need a specialist.
Or the right decision may be to wait.
The value of the assessment does not depend on it leading to a larger implementation project.
Then that is useful information.
Knowing what not to invest in can matter just as much as finding the next opportunity.
A recommendation to wait should still explain why, what would need to change and what signals might justify revisiting the decision later.
“Not yet” is different from “never”.
And it is considerably better than investing simply because AI feels urgent.
That depends on the engagement and the question being assessed.
I may need information, context or input from the people closest to the relevant part of the business.
But I am not trying to turn the assessment itself into another operational burden.
I want enough involvement to make the findings credible - not meetings for the sake of meetings.
If an engagement requires particular people, information or preparation, that should be clear before the work begins.
You decide.
You may act internally.
You may take the recommendations to an existing agency or implementation partner.
You may bring in specialist support.
You may decide to investigate something further.
Or you may decide that nothing needs to happen yet.
My job at the assessment stage is to make that next decision better informed.
If the question is external
If you are concerned about how your business is being found, understood or represented through AI-led discovery:
Explore AI VisibilityIf the question is internal
If you are trying to determine where AI genuinely belongs inside your business and what deserves priority:
Explore AI ReadinessIf you still aren't sure
Tell me what is happening rather than trying to choose a service yourself.
Book a free 15-minute Clarity CallNo. You do not need to know which tools you want or arrive with an AI strategy already prepared. I start with the business question and determine whether and where AI is relevant from there.
It depends on the engagement. I may need information or input from the people closest to the area being assessed, but the aim is to gather enough evidence to make the findings credible without creating unnecessary work.
Not necessarily. Implementation may be handled internally, by an existing agency or technology partner, by a specialist, or may not be appropriate yet. The assessment should help you make that decision.
That can still be a useful outcome. I will explain why action may not be appropriate yet, what would need to change and what might justify revisiting the decision later.
That is the standard I work towards. The findings and recommendations should be clear enough for you to understand what I found, why it matters and what I recommend you consider next.