At Accedo, I defined a client-by-client AI governance model for product and delivery teams. It makes tool permission, data handling, human review, proof-of-concept and production boundaries, API-key storage, and escalation explicit before a use case scales.

At Accedo, I introduced PRD Ops to bring client requirements, technical specifications, API documentation, change control, QA readiness, and engineering readiness into one maintained flow. Reusable white-label requirements were adapted to each client's scope and technical stack, then made available in Confluence and Markdown.

At Accedo, I developed an AI investment gate that evaluates adoption alongside workflow change, rework, cycle time, quality, accuracy, risk, client usefulness, and operating drag. The scorecard ends with a scale, revise, or stop decision. It is still a framework, not a measured result.

While Accedo's design capability grew from 3 to 30+ over time, I directly led 15+ people regionally and influenced a 25+ global product and design organisation. I used product reviews, critique, leadership tiers, career ladders, one-to-ones, mentorship, and open decision forums to make context, quality criteria, and decision ownership explicit.

I led enablement and learning for a six-week, company-wide OpenAI Codex pilot. I split developer and knowledge-worker tracks, collected real workflow problems, ran a build-in-public Slack rhythm and microsite, tracked GitHub, SSO, preview, and quota blockers, and connected experiments to quality checks.

I set a department ambition for designers and business analysts to contribute to code by the end of the fiscal year, then built the support around it: weekly AI office hours, GitHub fundamentals, sandboxes, technical buddies, starter tasks, access guardrails, quality checks, and protected learning time.

I use a two-track transformation portfolio to separate near-term execution bets from work intended to change the operating model. Each track is discussed through ownership, decision path, investment, risk, and measurement instead of one overloaded priority list.

Guiri gave me a blunt constraint: one person has to watch product, reliability, feedback, growth, subscriptions, and delivery. I built a digital operations team that can investigate routine work but cannot spend money, access sensitive accounts, or declare itself done without evidence.