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Better questions.
Better AI decisions.

Executive AI Workshops & Enablement.

Working sessions for leadership teams, run by people who build AI systems. We show what AI does on synthetic versions of your scenarios, where it fails, what it costs and what must be true before you invest.

Shape a workshop
An empty boardroom in Jeddah overlooking the sea. The wall display runs a live workshop session: the question “What must be true before we scale?”, the leadership team’s votes moving into invest, test or defer, and the decision to run a focused pilot first (illustrative example).

Real conversations.
Real decisions.

Live demonstrations, not slides.

One Rasikh scenario, drafted live. Then your team checks the source, the assumption and who decides.

One scenario, on synthetic data.
What should a leader verify?

Live

Management brief

Stock transfers between Rasikh Holding's companies

Branches rush-order parts from suppliers while the same parts sit in another group company's warehouse.

Matching the two catalogues would find those parts inside the group first.

Recommendation: pilot stock transfers in one region first.

Draft ready. Now check it.Press a tile to flip it

Illustrative example · a fictional group, on synthetic data

The bigger picture

Capability is only
half the conversation.

A demo shows what AI can do. Before anyone signs, the room weighs the other pan: where it fails, what happens to the data, who checks its work and who answers for it. Both sides go on the table in the same session.

A steel balance scale. On one pan an emerald block labelled Capability, what AI can do. Four slabs land on the other pan one by one: Responsibility, Controls, Risk and Limitations, until the beam settles level under the tag The full picture.

CapabilityWhat AI can do

  • LimitationsWhat it can and cannot do · Where it may be unreliable
  • RiskAccuracy and bias · Data and privacy · Regulatory considerations
  • ControlsHuman oversight · Clear governance · Monitoring and review
  • ResponsibilityWho decides · Who is accountable · How it is communicated

Four steps.
One decision at the end.

One illustrative session: the ExCo of Rasikh Holding, a fictional group, deciding whether to pilot AI on stock transfers between its companies. It ends in a recorded decision with an owner.

Executive workshop · session canvasRasikh Holding Group

Should the group pilot AI on stock transfers between its companies?

In the room: the group CEO, CFO, COO and CIO

  1. 01

    Shared understanding

    Each leader puts down what this year depends on and where the work stalls today.

    • CEOThis year's priority: use the group's own stock before we buy outside.
    • COOA branch rush-orders a part from a supplier while the same part sits in another group company's warehouse.
    • CIORasikh Motors' parts catalogue and Rasikh Trading's ERP don't share part numbers.
  2. 02

    Business scenarios

    We draft the real options live, on synthetic versions of your data, and show where each one breaks.

    • AGroup-wide, from day one

      Every Rasikh Motors parts warehouse and all 18 Rasikh Trading branches at once.

      The widest reach, and every catalogue gap shows up at once.

    • BOne region first

      Rasikh Motors' parts warehouses with Rasikh Trading's Riyadh branches.

      A smaller start; the other regions join once it holds.

  3. 03

    Decision discussion

    The room weighs the value against what must be true first: the data, the controls and who signs.

    Value

    • The part is found inside the group before a rush order
    • Less of the same stock bought twice

    What must be true

    • One part number across both catalogues
    • A transfer rule both GMs sign
    • Group finance sees each transfer the same day
  4. 04

    Decision

    Agree the next move (proceed, pilot or defer), who owns it and what must be true first.

    Decision

    • Proceed
    • Pilot
    • Defer

    Option B: one region first

    Owner: the group COO

    Before it starts:

    • Map both catalogues to one part number
    • Both GMs sign the transfer rule

    Agreed · Group ExCo

Illustrative example · synthetic scenarioGroup ExCo session

Formats and agenda

An executive session or a focused deep dive.

We build the agenda from your own decisions, not a syllabus.

LengthSet by the agenda. There is no fixed duration.

Leadership decisions, not coding instruction. Demonstrations use synthetic scenarios.

Ask which format fits your team

Workshops can be a standalone engagement or the first step towards a broader AI initiative.

Agenda01

Executive workshop

Should the group pilot AI on stock transfers between its companies?

In the roomThe group CEO, CFO, COO and CIO

Four steps

  1. 01Where stock sits idle across the group
  2. 02Two rollout scenarios on synthetic data
  3. 03Value against data, controls and sign-off
  4. 04Proceed, pilot or defer, with an owner
Leaves the roomA recorded decision with an owner
Agenda02

Focused deep dive

One use case: parts transfers at Rasikh Motors

In the roomFunctional teams and subject experts

Four steps

  1. 01Walk today's parts-transfer process
  2. 02A demo on synthetic parts data
  3. 03Data and system gaps: part numbers, the ERP
  4. 04Pilot or not, and what it must prove
Leaves the roomA scoped next step for one use case
Illustrative example · Rasikh Holding, a fictional group

Guides

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with the facts in the room.

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