Advisory & Board Engagements

I serve in advisory and board roles where organizations need independent judgment on AI-mediated decision systems, talent systems governance, and institutional accountability.

My role in these contexts is not execution or product development. It is oversight, risk perspective, and long-term systems thinking, particularly where automation changes how responsibility is assigned and decisions are defended.

Areas of Focus

I advise boards, leadership teams, and councils on:

• Governance of AI-assisted and automated decision systems

• Hiring systems oversight and accountability design

• Risk exposure related to labor, compliance, and reputation

• Decision authority, escalation paths, and ownership clarity

• Institutional readiness for regulatory, legal, and public scrutiny

My work sits at the intersection of human judgment, system behavior, and governance, helping organizations see where risk accumulates before it surfaces externally.

How I Contribute in Board Contexts

In advisory and board settings, I am typically engaged to:

• Provide an independent, non-vendor perspective

• Ask the questions internal teams may not be positioned to raise

• Translate between technical, legal, and human considerations

• Help boards understand how systems behave in practice, not just on paper

• Support responsible oversight as organizations scale automation

I’m most effective in environments where governance, trust, and long-term integrity matter more than speed alone.

Types of Engagements

Advisory and board work may include:

• Advisory boards for companies deploying AI-enabled hiring or workforce systems

• Governance and risk councils

• Public-interest or policy-adjacent initiatives

• Early-stage organizations navigating accountability at scale

Some roles are confidential or early-stage. Details are shared selectively where appropriate.