I built the course I couldn’t find.
I am the Global Chief Operating Officer of an FCA-regulated, publicly listed specialist investment manager. I have spent nearly twenty years inside regulated investment management, and I sit on subsidiary boards of entities regulated by the FCA, the Central Bank of Ireland and the JFSA. My responsibilities span technology, data and AI, vendor management and operational resilience — which means that when AI enters the firm, it enters through doors I am accountable for.
When AI landed on board agendas, I went looking for training that would prepare a director for what was actually coming: the personal accountability, the regulator’s letter, the insurer’s questions, the proxy adviser’s scoring. What I found was AI literacy dressed as governance — courses that explain what a neural network is and call it board readiness.
So I built BoardClarity. Nine modules, written the way one board member talks to another.
Directly, with real cases, real regulatory obligations and real consequences. No hype about transformation. No fear-mongering about robots. Just the question every director eventually faces — when this fails, can I show I governed it? — and the fastest honest route to answering yes.
Everything in the course is sourced, dated and verified. Where I cite published research — from proxy advisers, regulators, academics or asset managers — it is cited as exactly that: third-party published work. The judgement about what a board should do with it is mine, and it is the same judgement I apply in the seat I hold today.
Three rules I don’t break
Peer-to-peer, always
The moment content sounds like a lecture, a vendor pitch, or generic eLearning, it is rewritten — until it sounds like a credible colleague speaking across a boardroom table.
Every claim sourced
Every statistic is attributed, dated and verified before it enters a module. A board audience challenges unattributed claims. So do I.
Governance, not upside
The course will never sell you AI’s opportunity. The organising spine is personal accountability and live regulatory duty — because that is what lands on you.
