Board-level advisory, four ways in.

Anchored to APRA's supervisory expectations on accountability across the AI lifecycle: design, deployment, monitoring, decommissioning. For boards, risk committees and audit committees moving from written AI policy to demonstrable oversight.

A structured model for embedding AI oversight into existing governance, mapped against the AICD/HTI Director's Guide to AI Governance and its eight elements of safe and responsible AI governance, and against the ASX Corporate Governance Principles, so oversight sits inside how the board already works rather than running as a separate AI process.

A structured session that builds directors' capacity to interrogate AI risk, challenge management's assumptions, and ask better questions of executive teams. Tied directly to APRA's expectations and the standard boards are now expected to meet.

Periodic engagement with a board or committee, typically quarterly, providing independent perspective on AI governance matters as they arise. Suited to boards who have completed an initial diagnostic or framework review and want continuity.

Tests whether an organisation's operating model is functioning as designed, not just documented. It's built around human impact exposure, looking at where AI decisions actually land on people, not only where they sit in a compliance framework.