Client
Kusto Group
Selected work / Kusto Group
A leadership-level AI session from 2024, built to replace vague excitement with judgment: what to try, what to verify, and what not to automate too early.

Client
Kusto Group
Year
2024
Audience
Business leaders
Kusto Group
I ran an executive-friendly session on generative AI, ChatGPT, prompt design, and the business choices around early adoption.
For leaders, the first AI conversation cannot stop at productivity tricks. It has to create judgment: where the model is useful, where it is risky, what data should stay out, and when a nice demo becomes a real project.
A structured briefing with live examples, prompt patterns, risk framing, and a practical route from individual experiments to more deliberate internal use cases.
Case study
The Kusto Group session had a different center of gravity from a broad employee workshop. The room did not need a tour of every shiny AI tool. It needed a reliable management frame: how to think about generative AI before teams start scattering experiments across documents, chats, presentations, and internal data. In 2024, that was the useful conversation for leaders. The training market was promising productivity through AI assistants: faster drafts, summaries, proposals, data questions, meeting notes, and better prompts. ChatGPT could already draft, summarize, compare, explain, and help structure decisions. At the same time, it could invent confident answers, miss context, expose sensitive data if used carelessly, and create the illusion that a prototype is a finished system. The training was built around that tension: use the tool boldly enough to learn, but slowly enough to keep judgment intact.
Need
The challenge was not to prove that ChatGPT is impressive. Everyone had already seen enough examples to be curious. The challenge was to make AI discussable inside a business: with clear language, realistic expectations, risk habits, and a first map of scenarios that deserve attention.
Session
The session moved from intuition to decision-making. First we built a simple mental model of what a language model does and why it can be both useful and unreliable. Then we worked through practical prompts: asking for a comparison, turning notes into a plan, sharpening a draft, preparing questions, and forcing the model to expose assumptions. The final part was about adoption: which tasks are safe to test personally, which ones need internal rules, and which ones should become proper projects only after the workflow is understood.
Content design
The material stayed away from both extremes: no academic lecture, no motivational AI show. It gave leaders enough model behavior to ask better questions, enough prompt mechanics to test the tool themselves, and enough risk language to avoid turning every demo into a roadmap item.
A 2024 foundations workshop for Astana Group, built at the point when generative AI had moved from headlines into boardroom questions, but most teams still needed a practical way to use it at work.
A May 22, 2026 talk for Parasat Business Club about AI as a CEO working layer: idea pressure-tests, financial thinking, messy inputs, company knowledge, agents, and sharper tasks for a team.
I help leadership teams build judgment around AI before they turn experiments into policies, workflows, or internal systems.