Independent AI advisor to enterprise leaders · United Kingdom
I work with CIOs, CTOs and executive teams to get AI out of the pilot stage and into everyday use, with results the business can measure and governance that boards, auditors and regulators are comfortable with.
01The problem
Pilots show promise but never get a production decision, because no one owns the criteria for scaling, redesigning or stopping them.
Boards agree principles and engineering teams build systems, but no one turns those principles into controls both sides can check.
Policies get written for the audit rather than the release cycle, so teams work around them and risks go unrecorded.
Well-designed governance should make delivery faster. That’s what I help organisations build.
02Approach
Digital transformation changed how organisations operate. AI is changing how they make decisions. I help leadership teams connect the four areas that determine whether AI delivers value or adds risk.
Where AI can create value, and how much risk you’re willing to take on to get it.
Decision rights, risk classification and controls that map to the systems you run today.
Evaluation gates, review cycles and escalation paths that sit inside the delivery process.
Audit trails and board reporting that show AI is performing well and staying within agreed limits.
Where this applies
03Who I work with
Enterprise leadership
“How do we scale AI across the organisation without losing control of it?”
Boards & investors
“Is management’s AI strategy sound, and can we show evidence of our oversight?”
Founders
“Will our AI stand up to enterprise buyers, investors and regulators?”
04Engagements
Each engagement comes with a working toolkit, so your team keeps the templates and tools once the work is done.
A review of your AI pilot portfolio. We look at why pilots have stalled and what needs to be in place to scale them, then agree a decision for each one: graduate, redesign or stop.
You get: portfolio decisions with reasoning, graduation criteria, and a monthly review cadence.
Set up an AI governance programme your teams will use day to day, covering roles, controls, a model registry, evaluation and regular reviews. Sector overlays are available for regulated environments.
You get: registry live, governance rhythm embedded, first quarterly board paper published.
An assessment of AI risk, return and assurance that turns the board’s principles into controls an auditor can inspect.
You get: a chair-ready memo, maturity scorecard and owner-mapped ninety-day plan.
Put the essential governance in place early, including an AI inventory, evaluation, decision rights and escalation, before investors, customers or regulators start asking.
You get: versioned eval sets, a signed-off decision-rights map and a diligence-ready pack.
Ongoing support
Standing advisor. A quarterly retainer for the CEO, CIO or CTO: a sounding board, help preparing for board meetings, and support when new risks or regulations come up.
Closed-room briefings. Private sessions for boards and leadership teams on agentic AI, the EU AI Act and the UK regulatory direction.
05Why me
I was a Director leading technology transformation in Big 4 consulting, and before that I worked in enterprise delivery at Microsoft. I was accountable for timelines, budgets, client outcomes and the teams delivering them.
That experience shapes how I advise today. The organisations that do well with AI are the ones whose governance helps teams deliver, rather than slowing them down to satisfy an audit.
Sector experience
Global Council for Responsible AI
Contributor to GRAICE, GCRAI’s certification framework for AI compliance, risk and ethics. I use it in my board-level work.
British Standards Institution
Contributing to UK input on international standards for learning technology, including new ISO work on AI ethics in education.
“Organisations are looking beyond capability and seeking trust and demonstrable value from AI systems.”
What clients say
“Anima helped us move our scattered AI pilots to a governed programme. She set clear direction on decision rights, evaluation gates and an evidence trail our board could rely on. As a plus, she speaks the language of both our engineers and our executive committee.”
“Anima is extremely good at thinking and designing out-of-the-box solutions for complex business problems, and speaks the language of both technical teams and the business. She takes serious responsibility, delivers on time, and works exceptionally well across global, multicultural programmes.”