A translation layer between how AI gets deployed and how people work with it.
Reads the evidence like a scientist.
Argues the case like a lawyer.
Sells the change like a strategist.
Around 6% of organisations qualify as true AI high performers. The gap between AI spend and AI value is a human problem, not a technology one. I work with the other 94.
The language of the rollout.
The language of the floor.
I translate between them.
Companies buy the tools. The value only shows up when the people, processes and operating rhythms around them shift. I help bridge that gap.
Someone deploys a system. Someone else has to live inside it. The distance between those two things is where AI adoption usually breaks down. It is also the distance I have spent my career standing in.
Decide well. Change safely. Redesign on purpose.
Keynotes on the human side of AI adoption, the future of work, and the parts of the job AI keeps failing to replace.
The gap between what companies spend on AI and what they get back is a human-system problem, not a technology one. This talk is about the other 94 and what they are actually buying.
The Three Gates Framework, live. A decision architecture for AI in real work, run on the audience's own tasks in the room. People leave able to make the call themselves.
When everyone has the same models, the work you deliberately protect from automation is what distinguishes you. Decision quality, judgment, accountability, and regulation under pressure as commercial assets, not soft ones.
Decision architecture
A decision architecture for AI in real work. Three questions, asked in order, one task at a time: Can AI do this? What is at stake if it gets it wrong? What happens to the people? A task passes only if it clears all three.
Read the full framework (zenter.au)Redesign architecture · In development
A short, structured sprint for rebuilding a role once AI has changed what it does, so the job that is left is deliberate, not whatever is accidentally left over. Map the task not the title, run each task through the gates, redesign around the kept work, name the new value line.
Framework in developmentFor keynotes, leadership sessions, and the occasional advisory engagement. She takes a few each year, and says yes to the ones that belong on the bio rather than the invoice.
