As a board member, I'll now be asking different questions. How AI-ready is the organisation? Where is AI already being used? How are we building AI literacy? Do we have the governance structures to manage both the opportunities and the risks? Those are conversations I intend to bring into every boardroom I serve.
What inspired you to join this programme, and what did you hope to achieve?
As someone who serves on multiple boards and invests in technology companies, AI had become part of almost every board conversation. Yet many of those discussions felt fragmented. We often discussed tools, use cases, and risks without a common language or framework. I joined the programme because I wanted to become both a better board director and a better investor in the age of AI. My goal wasn't to become an AI expert. It was to better understand how boards should think about governance, strategy, opportunity, and risk, while also gaining insight into how AI will reshape the companies we invest in and the future of investing itself.
In what ways has the programme shifted your perspective or influenced your approach to work?
The programme fundamentally changed the way I think about AI. One of the biggest mindset shifts was realising that we don't simply need an AI strategy; we need a strategy for the world AI is creating. It also reinforced that AI is not primarily a technology challenge. It's a leadership, culture, governance, and people challenge. The organisations that will succeed won't necessarily be those with the best models. They'll be those that create cultures of continuous learning, responsible experimentation, and thoughtful governance. As a board member, I'll now be asking different questions. How AI-ready is the organisation? Where is AI already being used? How are we building AI literacy? Do we have the governance structures to manage both the opportunities and the risks? Those are conversations I intend to bring into every boardroom I serve.
Which aspects of the experience stood out most for you?
The faculty brought together academic rigour with practical board experience. The discussions were grounded in real cases, current research, and real governance dilemmas rather than theoretical debates. For me, however, the greatest value came from the cohort. Learning alongside experienced directors, CEOs, entrepreneurs, investors, and senior executives from different industries and countries was incredibly valuable. It was reassuring to see that, regardless of experience, many of us were grappling with the same questions about AI. Some of the richest learning happened through conversations between participants, where we challenged each other's thinking and learned from one another's experiences.
Can you describe a moment or insight that particularly resonated with you?
One of the most valuable discussions centred on the healthy tension between boards and management when it comes to AI. Boards naturally want to understand the return on investment, while management needs the space to experiment, learn, and adapt in a rapidly changing environment. The programme reinforced that neither perspective is wrong; effective AI governance depends on maintaining that constructive tension. It also changed the questions I think boards should be asking. Rather than focusing only on AI strategy, we should be asking whether our organisations are becoming AI-ready through the right culture, governance, and leadership.
Would you recommend this programme to others? If so, what makes it meaningful to you?
Absolutely. In fact, I've already recommended it to several colleagues. I would recommend it to current and aspiring board directors, CEOs, senior executives, and investors who want to lead confidently through one of the most significant technological shifts of our time. What makes the programme particularly meaningful is that it doesn't try to turn participants into AI experts. Instead, it provides practical frameworks, thought-provoking discussions, and a global peer network that helps leaders ask better questions and make better decisions. I left with actionable ideas that I can apply immediately in the boardroom and in my investment work, along with a much clearer perspective on the role leaders must play in shaping an AI-enabled future.
Featured Programme
