GenAI Workshops for Teams.
Complete workflows built on your own use cases, from prompt to agent, until AI is the default rather than a project.
Nobody runs training on how to use the internet anymore. It went invisible. It became part of the work.
AI is not there yet. It is still something done on the side, in a separate tab, when someone remembers.
The workshop closes that gap. Not tool training, but a complete workflow built inside the work itself, on the department’s real use cases.
Tools change. Skills stay.
This is the part that matters most to me, and it is what separates a workshop that works from one that does not.
A new tool ships every month. Learn a tool and you start over each time, always a step behind.
Learn to break a process into steps, write a precise request, notice when the model is wrong and correct it, and you carry that to whatever ships next year.
I teach the second one. The tools are just where you practise.
From prompt to agent
Most teams stop at the first rung and think that is AI. There are three more.
- PromptA single request. This is where almost everyone is today.
- WorkflowA repeating chain of steps: research, draft, adapt, check. This is where the time actually comes back.
- AutomationThe chain runs without anyone pressing anything.
- AgentThe system is given a goal and decides for itself how to reach it.
In the workshop we climb as far as the team is ready to go. Not everyone needs agents. Everyone needs to understand the difference, because without it you buy the wrong thing.
What you leave with
Real deliverables
Not exercises. We work on the department’s own use cases and you leave with built processes you can run the next morning.
The skills to keep going
The ability to take a new process, break it down, and build it without me.
A shared language
It sounds soft and it is the thing most often missing. After the workshop people can talk about this work without starting the explanation from scratch.
The goal is for the team to move at the pace of the field rather than catch up with it afterwards.
What it actually does
Time
Most of the time in knowledge work does not go on the thinking. It goes on starting from a blank page, hunting for material that already exists somewhere, and rewriting something that was already written. That is where the saving is.
Money
Work that went outside because nobody could turn it around fast enough comes back in house. That is the budget change, not a saving on licences.
Quality
The standard of the output stops depending on who happens to be on shift.
Scope
| Scope | Fits | What comes out of it |
|---|---|---|
| Focused workshop | One team, one process | One workflow built end to end |
| Full workshop | A whole department | Several processes, the skills, and a shared language |
| Workshop series | Teams across departments | The processes connected, and automations that run between them |
| Ongoing partnership | An organization that wants a standing relationship | Workshops as needed, availability along the way, and processes adjusted as the work changes |
No hours listed, deliberately. Scope follows how many processes you build and how deep you go, not the other way round.
What happens in the room
We start from your material. Not from a demo deck.
We build the base: how to write a request that returns something you can actually work with, and why most prompts fail at exactly that point.
We work with the tools you already have: ChatGPT, Claude, Gemini, Perplexity, NotebookLM. I do not sell tools.
Then the main part: we take one real use case and build it together, all the way through.
What about our sensitive data
The real risk is not the workshop. It is what happens the day after, when someone in a hurry pastes an internal document into their personal account.
We work only inside your approved accounts, decide what comes in before we start, and I delete your materials afterwards. NDA on request.
AI and privacy in organizations: the full guideWhat happens afterwards
One workshop does not change behaviour. It opens a window.
If nobody asks and nobody measures in the weeks that follow, the window closes and everyone goes back to what they were doing.
So every workshop ends with two decisions: who owns what happens next, and what gets measured. Some organizations take that on themselves. Some continue with me. What does not work is assuming it will happen on its own.
Who this is less suited to
Anyone looking for an inspiration session. I do not do those.
Anyone who cannot bring real material. Without it you are left with generic examples, which is exactly what does not work.
Anyone who needs to tick a box.
One story
A global tech sales team, some of them genuinely sceptical. Two workshops on their own material.
Today there is no step in that team’s workflow that happens without AI. The sceptics from the first workshop are the ones now sending me new releases before I have had a chance to post about them.
Read the full storyQuestions that come up
Our team is at very different levels.
That is almost always the case, which is why I check beforehand. The advanced people get depth in building the process, the beginners get a solid base. Splitting them into two workshops is the thing that does not work, because then there is no shared language.
Can several teams join together?
If they genuinely share a process, yes. If not, you lose the specificity and separate sessions are better.
What is the difference between a workshop and an organizational program?
A workshop deals with one team. An organizational program deals with how what happened there reaches the rest of the company and stays.
Tell me which process you want to change
A few lines about the team and the work that is stuck. I will come back with what I think is right, even when that is not a workshop.
Get in touch