I've come away far more attentive to questions of accountability, model risk, and data governance as board-level responsibilities rather than purely technical ones.
What inspired you to join, and what did you hope to achieve?
My interest in board governance has been a long-standing one. I had already completed the GCC Board Directorship Certificate and wanted to build on that foundation with a sharper, more practical understanding of how AI is reshaping the questions boards are expected to ask. In my role as Chief Transformation Officer at Saudia Group, I sit at the intersection of enterprise strategy and AI adoption daily, and I wanted a framework for translating that operational fluency into the kind of oversight judgment a board actually needs, which is a different muscle entirely.
In what ways has the programme shifted your perspective or influenced your approach to work?
It sharpened the distinction between governing AI and merely being briefed on it. I've come away far more attentive to questions of accountability, model risk, and data governance as board-level responsibilities rather than purely technical ones. It has directly influenced how I frame AI initiatives for leadership at Saudia Group. I now build the governance and risk narrative into the business case from the outset, rather than treating it as a downstream compliance step.
Which aspects of the experience stood out most for you?
The faculty's ability to make abstract governance principles concrete stood out immediately through real case discussions rather than theoretical frameworks. Equally valuable were the peer conversations; sitting alongside directors and executives from other sectors grappling with the same questions gave me a broader reference set than I could have built on my own. The format struck a good balance between structured content and open discussion, which kept it practical rather than academic.
Can you describe a moment or insight that particularly resonated with you?
One moment that stayed with me was a discussion on the asymmetry between how quickly organisations can deploy AI and how slowly governance structures tend to catch up. It reframed a lot of my own thinking. The risk isn't usually the technology itself; it's the lag in oversight. That single idea has become a recurring reference point in how I now evaluate transformation initiatives before they scale.
Would you recommend this programme to others?
Without hesitation. It's especially meaningful for anyone operating at the intersection of strategy and technology, where the temptation is to treat AI purely as an execution problem. This programme makes the governance dimension impossible to ignore, and equips you with the vocabulary and frameworks to bring that dimension into the boardroom credibly.
