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Most boards are living with both fears at once, and the usual result is that nothing gets decided. Six one-hour sessions that replace the fear with decisions your board can stand behind.
One hour at a time, because nobody is giving you a half day. Every session ends with something decided rather than something to think about.
01 / The problem
Talk to CEOs, CTOs and owners about AI and the same two worries come up, usually before anyone has mentioned a tool. They pull in opposite directions, which is why so many boards end up doing neither.
Fear of missing out
Competitors have announced AI projects. Your own team uses it without asking. Somebody on the board has read that businesses which do not move now will not catch up. A supplier has offered you something with AI in the name. The pressure is to be seen to act, and to act quickly.
Fear of messing up
A tool bought on a hunch. Customer data pasted into something free. A project that costs real money and that nobody uses six months later. A policy signed off that nobody around the table understood. Each one of those has a name attached to it, and it is usually the name of whoever approved it.
The first fear says move now. The second says wait until you are sure. So the AI item gets deferred to the next board meeting, and the one after that, while the people below carry on with whatever tools they were already using.
Deferral feels like the safe choice. It is the one choice that guarantees both fears come true. You fall further behind, and the unofficial AI use in your business grows without any rules around it.
What removes both fears is judgement rather than technology. Knowing what is worth doing answers the first. Knowing what to leave alone answers the second. That judgement can be built in six hours, and it does not need anyone on the board to become an engineer.
Deferring the decision is the one option that guarantees both fears come true.
02 / The programme
Every session ends with something decided. By the last one your board is prioritising work it has already reviewed, rather than a list somebody drew up in a room.
What these tools genuinely do, where they fail and why the confident answer is sometimes the wrong one. Enough to tell a real opportunity from a headline, without anyone pretending to be an engineer.
The plans and settings that decide whether your data trains somebody else’s model. What the free tools do with what you paste into them, and what your people are almost certainly doing already.
The difference between a lucky answer and a repeatable one. Worked on your own tasks, not a demonstration you sit through.
What good looks like for a business your size, and what you can safely leave out. Where the real exposure sits, what has to be written down and what a board is signing when it approves an AI policy.
Function by function, where the hours actually go and which of them AI can take. Scored on value and effort rather than on enthusiasm.
Which projects are worth doing, in what order, what each needs before it starts and an honest view of which ones your team can run without help.
£6,000 for the six sessions. Fortnightly, so the programme runs across about three months. Sessions one and six at your premises, the four in between online. Prices exclude VAT.
Prices are subject to change.
Which fear each session answers. Sessions two, three and four are about not getting it wrong: what leaves the building, and what your policy has to say before anyone signs it. Sessions one, five and six are about not falling behind: what AI actually does in a business like yours, and which projects are worth running first. By the end, the two fears have been replaced by a list with names against it.
An hour at a time, on purpose. Getting a senior team in a room for half a day is hard, and a programme that never gets booked helps nobody. Six hours spread out also works better than six hours in one go, because each session leaves you with something to do and the next one starts by looking at what happened.
The first and last sessions are in the room. The first is where your board decides whether to take this seriously. The last is where it agrees priorities and puts names against projects, and that is not a decision worth making over a video call. The four in the middle are working sessions and they run online, which is what makes the diary possible at all.
03 / What you leave with
04 / Where it sits
Worth being straight about the difference, because it decides which one you need.
Workshops, from £445. For teams rather than boards. Capability across the people doing the work.
This programme, £6,000. For the people who decide. You finish knowing what governance you need and which projects to run.
The AI Trust & Productivity Sprint, £8,000 (Pilot price). Thirty days, and we do it. Rules written, three to five working workflows built and tested inside your business, your team trained on them and a measured before and after.
If your board already knows what it wants and needs it built, go straight to the Sprint. If it does not yet know, this programme comes first and it will save you money.
Prices are subject to change.
A prioritised list of projects, and nobody to build them.
05 / Behind it
We have taught the material in these sessions to leadership teams in loading systems, further education, construction, electrical component manufacturing and textiles, and to an accountancy firm’s client base. Every room had the same argument going on, and the same two fears underneath it.
Powerhouse Digital is led by Tim Bennett, who built and launched the BOB-E.ai agent platform in 2023, a year before he taught anybody else. Over 500 business people trained. AI Solutions Company of the Year, Yorkshire Prestige Awards 2025/26 and 2026/27.
“We also have the AI policy that we’ve been able to do on the back of that [training], which enables users to understand what they can and can’t put in there.”
06 / Fair questions
This programme gets your board to a decision. The Sprint acts on one. Here you finish with a view on governance and a prioritised list of projects. In a Sprint we spend thirty days writing the rules, building three to five working workflows inside your business, training your team on them and measuring the difference. If you already know what you want built, skip this and go to the Sprint.
Then the question is what to do first, and that is what sessions five and six settle. Most businesses fall behind by spending six months on the wrong thing while a competitor spends them on the right one. Speed has little to do with it. A scored list of projects, in an order your board has reviewed, is the quickest way to stop worrying.
Good. That worry is what keeps customer data out of free tools. The programme keeps the worry and puts boundaries around it: which tools are approved, and what may never leave the building. Once a board knows what it is signing when it approves a policy, the worry stops being a reason to do nothing.
Then your team knows more than your board does, which is the usual pattern and the reason nothing has been signed off. This is aimed at the people who approve rather than the people who use. It is a different room and a different conversation.
You can, and plenty of boards do. What reading does not give you is a view on which parts apply to a business your size, what you can safely ignore and what your own people are already doing that the guidance never anticipated. The value is in the argument in the room, not the document.
It is six hours of your board’s time, spread out so it fits. The alternative is a half day that never gets into the diary, and a programme nobody attends is worth nothing at any price. The three months is also doing real work: each session ends with something to go away and do, and the gap is where that happens.
The people who can approve something. Directors, heads of function and whoever has been handed AI to sort out. A board is usually six to twelve people, which is the right size. If you want thirty people involved, that is a workshop rather than this.
Six hours in total, an hour at a time, fortnightly. That runs across about three months, which is long enough to do what comes out of each session and short enough that nobody loses the thread. Sessions one and six are at your premises, the four in between are online.
The last session includes an honest assessment of what your team can run itself, and for most businesses that is more than they expect. If the answer is that you need nothing further from us, we will say so. If we thought otherwise about every client we would not have a training business.
Hands-on workshops for the people doing the work, online or in person at your premises. Priced around 25 people and run for larger audiences where that suits. From £445.
Prices are subject to change.
Start here
Thirty minutes on the phone. Tell us which of the two fears is louder in your boardroom right now and we will tell you honestly whether this programme is the right answer, or whether something smaller would do.