A financial services company

A financial services company in a major Canadian city. Its executives and team members went through a week of AI training, in group sessions and one on one, with the sessions built around the information a financial services team handles.

The challenge: No training, no policy, client and financial information

The company had not been trained on AI and had no policy or sanctioned tooling for it. Staff were using the tools anyway, and in financial services the information moving through them is client and financial information.

Executives and team members carry different risks when that information goes into an AI tool, and the company needed one standard that held for both, with the rules for client and financial information written into it.

The solution: Executive sessions, staff coaching, one acceptable-use standard

Multi-day group sessions for executives covered AI literacy and acceptable use: what the tools do, where the risk sits, how to get work out of them, and the rules for client and financial information.

Multi-day one-on-one coaching for team members, over the shoulder, built on the tasks each person does daily.

The company's AI use was brought inside an acceptable-use standard, with a rule for each role on what can go into a tool and what cannot.

The outcomes: Executives and team members trained on one standard

Executives and team members trained in the same week, on one standard, with the rules for client and financial information written into how they work.

AI tooling inside a framework the company owns, and one governance model for the whole company instead of a set of individual experiments.