I turn AI policy into practice.

Governance, communications, and the behaviour change in between, which is usually where it breaks.

46 markets 25+ engagements 20 years
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HOW A POLICY BECOMES PRACTICE

Illustrative situations. Operational guidance, not legal advice.

01 · THE GAP

The policy is the easy half.

The hard half is thousands of people deciding, every day, what they are allowed to do and whether to trust it. That is where adoption stalls, and where I work.

On the left, a tidy policy document. On the right, a network of people. The line between them breaks in the middle, marked in red. ON PAPERIN PRACTICE WHERE IT BREAKS
On the left, a tidy policy document. On the right, a widening network of people. The line between them breaks in the middle, marked in red. ON PAPERIN PRACTICE WHERE IT BREAKS

02 · WAYS TO WORK TOGETHER

From an hour to a programme. Each step is scoped before it starts and ends with something written down.

WHERE ARE YOU STARTING FROM?

  1. 60 TO 90 MINUTES

    EU AI Act masterclass

    For leadership teams and client groups. Two versions: agencies and creative businesses, and mid-tier regulated firms.

    You leave with a one-page summary and one thing to check that week.

    £1,200 private session, VAT added where applicable

  2. HALF A DAY

    EU AI Act exposure check

    For a leadership team that touches the EU and does not yet know where the Act applies.

    You leave with a one-page exposure map: each activity, its tier, the roles affected, the first three actions. See a sample

    £1,500 fixed, VAT added where applicable

  3. CALLS + HALF A DAY

    Leadership working session

    For a senior team that has decided to take AI seriously and has not agreed what that means.

    You leave with a written record of what was decided and a 90-day plan.

    Fixed fee, scoped on a call

  4. 4 TO 8 WEEKS

    Policy to practice

    For the lead who owns an AI policy but not its adoption.

    You leave with guardrails (approved, ask first, prohibited), role playbooks, changed workflows, the communications that carry them, and a way to tell whether behaviour moved.

    Scoped as a set number of days and a defined deliverable

  5. INTERIM OR CONTRACT

    Inside your programme

    For a programme already running that needs the adoption, governance, or communications workstream led or strengthened.

    You get a specialist in the team, with decisions written down as they happen.

    Scoped on a call

Not sure where you sit? Start with the five-minute check.

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03 · HOW I WORK

Any of the work above can run in different ways. The choice is who holds the pen.

  1. MODE 01

    I lead it

    I hold the pen. You review and sign off.

    Fits when
    the work matters and nobody inside has the time.
    How it runs
    I run the work end to end against an agreed scope, with a named owner on your side for decisions.
    Afterwards
    a handover written for the person who will run it.

  2. MODE 02

    We build it together

    We share the pen. Your people write it with me.

    Fits when
    you want the capability to stay in the building.
    How it runs
    joint working sessions with the people who will own it, with drafting between them.
    Afterwards
    a team that has done it once and can do it again.

  3. MODE 03

    You lead, I back you

    You hold the pen. I review, challenge and coach.

    Fits when
    you have a lead who owns it and wants a second pair of eyes.
    How it runs
    regular sessions with the lead, and reviews of drafts and decisions before they go out.
    Afterwards
    a lead who is more confident, and work that stayed theirs.

  4. MODE 04

    Start small, then widen

    One team or market first. Then the rest.

    Fits when
    appetite is uneven, or the board wants to see it working before it spreads.
    How it runs
    a pilot with one willing team, then what was learned is written up and adapted for the next.
    Afterwards
    a version that has met real work, and a plan to roll it out.

  5. MODE 05

    Alongside your advisers

    Your lawyers cover the law. I cover the practice.

    Fits when
    legal or a consultancy is already engaged and the day-to-day change has no owner.
    How it runs
    I take their position as the starting point and turn it into guardrails, playbooks and communications people use.
    Afterwards
    advice that shows up in behaviour, not only in a document.
Markets, one AI policy
46
People at a global agency group
17,000
Organisations since 2016
25+

TESTED AT SCALE One AI policy made real across 46 markets and 17,000 people at a global agency group, 2025 to 2026. Before that, 25+ organisations since 2016 in interim leadership and organisational design.

04 · FREE TO USE

TEN QUESTIONS · NOTHING STORED The five-minute check Whether the EU AI Act reaches your business, the roles most affected, and the first thing to do. WORKED EXAMPLE · INVENTED AGENCY A sample exposure map The one page an exposure check produces, so you can see it before you buy. DATED · CHECKED AGAINST SOURCES The regulatory timeline What is in force, what moved, and what is still coming, for UK businesses.

05 · QUESTIONS PEOPLE ASK

The five things people ask first.

We are a UK business. Does the EU AI Act apply to us?

If you sell to EU clients, sell to UK clients who operate in the EU, or put AI into what you deliver to either, some of your work is in scope. The UK has not adopted an equivalent law, and the FCA is using Consumer Duty as its lens. That does not switch off the EU rules for EU-facing work.

The deadlines moved. Why do anything now?

High-risk obligations for uses such as hiring and credit now apply from December 2027, and for AI built into regulated products from August 2028. The transparency rules for AI-generated content are already in force, and client procurement questionnaires already ask about AI. The work now is small and cheap; the same work in late 2027 will be neither. The timeline has the detail.

Is this legal advice?

No. It is operational work: what changes for named roles, what the guardrails are, and what people are told. It sits alongside whatever your lawyers have told you.

Will you tell us we have a problem and then charge us to fix it?

The shorter formats are designed to start something. Some teams take the actions on themselves. Where a longer engagement is the useful next step, it is agreed before it starts as a set number of days and a defined deliverable. Nothing is sold in the room.

You are one person. What if you are not available?

Every engagement is scoped so your own people can run what is delivered. Decisions are written down as they happen, not at the end.

06 · ABOUT

Daniel de Wolf

I'm Daniel de Wolf.

I spent years coaching rugby, watching players decide under pressure with incomplete information. AI adoption is the same problem at scale: people deciding, without full information, what they are allowed to do and whether to trust it.

Organisations bring me in when the strategy is agreed and the change is not landing, to lead the work or to join a team already running it. I stay until it works in the workflow, and I write decisions down as they happen so what I leave behind can be run without me.

07 · CONTACT

Tell me what is stuck.

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