We are currently building out the working group. If you would like to get involved, please reach out to discuss participation and fit.
Members include:
Why This Group Exists
Enterprise AI adoption breaks down in predictable places.
Not because the technology is immature, but because delivery cuts across product, data, engineering, risk, procurement, and operations. Decisions around what to centralise and what to federate shape everything that follows. Early choices create momentum or long term friction.
Leaders navigating this stage are working through sequencing, ownership, integration, and scale. They are deciding when to build, when to buy, and how to move forward without fragmenting the organisation.
This work happens behind closed doors. Insight is gained through delivery, but rarely shared in a way that others can use.
This group exists to surface that experience. It brings together people actively delivering AI to compare approaches, expose trade offs, and shape practical frameworks that support dependable execution across sectors.
Who’s Involved
Participation is intentionally selective to ensure depth of discussion, shared credibility, and practical collaboration between peers.
The group brings together senior leaders from large organisations who are closely involved in shaping how AI is delivered across products, platforms, and operations. Participants typically include CTOs, CDOs, Heads of Digital, Product, or Innovation, alongside leaders responsible for AI operating models and delivery structures.
The group operates as a trusted space for leaders to compare approaches, pressure test decisions, and explore how others are structuring AI delivery at scale. Members engage as peers, bringing lived experience and contributing insight that helps shape applied guidance and shared frameworks across the network.
Participation is by invitation and reviewed annually to maintain a focused, high trust group aligned to the realities of enterprise delivery.
Alex Jessup
Alex is responsible for the delivery of large scale, long term managed services across the UK energy and utilities sector. With over two decades of experience, including senior leadership roles as a former CFO, he brings strong financial, commercial, and operational expertise to complex, regulated service environments.
In his role, he oversees services where data, automation, and AI enabled capabilities are increasingly embedded into day to day operations. His experience sits at the point where AI moves into live service environments, shaping how intelligent systems are governed, integrated, and scaled within critical operational workflows.
Alex focuses on dependable execution at scale, improving user outcomes, meeting demanding operational KPIs, driving year on year efficiency, and maintaining high standards of cyber security. His work reflects the practical realities of adopting advanced digital and AI enabled capabilities within mission critical services.
- Website:
- www.correla.com
- LinkedIn:
- https://linkedin.com/in/alex-jessup-72588a23/
Joe Buckingham
Joe works with organisations navigating the practical challenges of adopting AI at scale. His focus is on helping leadership teams move from early activity to sustained delivery by embedding AI into operating models, decision making, and day to day workflows.
His experience sits at the intersection of strategy, data, and organisational change. He supports teams in assessing readiness, shaping governance, and designing delivery approaches that work inside complex environments rather than in isolation.
He brings a practitioner perspective to discussions on enterprise AI adoption, grounded in real delivery experience across organisations facing similar structural and cultural constraints.
- Website:
- www.lumochange.com
- LinkedIn:
- https://linkedin.com/in/joe-buckingham-21348a14b/
What the Group Delivers
The group works alongside UKAI members to shape a focused stream of activity grounded in real delivery experience.This includes closed roundtables, fireside discussions with senior leaders, practitioner led workshops, structured panels that surface differing enterprise delivery models and trade offs, and a podcast series featuring leaders actively scaling AI inside large organisations
Insight from this work feeds into practical outputs such as operating model patterns, decision frameworks, and applied guidance drawn from live delivery. This gives the wider membership access to how complex organisations are making AI work in practice, where friction emerges, and what holds up once systems are embedded into core operations.
Members of the working group work through issues such as:
- Deciding what must be owned centrally and what can safely sit in business units once AI spans multiple live products
- Resolving blurred accountability when AI decisions cut across technology, product, data, risk, procurement, and operations
- Managing AI systems that change behaviour over time, including automated and agentic workflows, where oversight and escalation are continuous rather than one off
- Understanding where dependency on models, platforms, and third parties introduces concentration risk, cost exposure, or loss of control
- Proving reliability and explainability once AI outputs are operationally critical and subject to challenge
- Sequencing AI delivery alongside existing change programmes, data strategies, and security roadmaps without slowing progress or eroding internal trust
- Making delivery decisions that boards expect to hold over multiple years, not just the next release cycle
For the wider UKAI membership, the value is access to applied insight shaped by leaders doing this work in practice. The group surfaces emerging patterns, shared constraints, and approaches that help organisations anticipate what is coming and make more confident decisions as enterprise AI adoption matures.
How the Group Works
The group operates as a high trust, peer led forum and a core stream of activity within UKAI. It brings together a small group of senior leaders to work alongside UKAI in shaping activity that reflects the realities of enterprise AI delivery.
The agenda is driven by what members are actively working through as AI becomes embedded into core products, platforms, and operations. Sessions are closed and discussion led, creating space for candid exchange, challenge, and shared learning between peers with comparable responsibility.
The group meets quarterly, providing a consistent rhythm of engagement. Between sessions, UKAI curates follow on activity, connects members where there is clear value, and translates discussion into practical outputs that feed into wider UKAI events, content, and member engagement.
For the wider membership, this ensures UKAI’s work on enterprise AI adoption is informed by leaders operating at the sharp end of delivery, and that insight shared across the network reflects what is happening in practice, not in theory.
Roundtables
Closed door discussions for senior leaders working through live AI delivery, focused on scale, ownership, governance, and operational resilience.
Leadership Sessions
Fireside discussions, panels, and workshops with senior practitioners, surfacing real trade offs and contrasting delivery approaches shaped by experience.
Collaborative Outputs
Applied outputs drawn from member experience, turning discussion into usable guidance on operating models and delivery approaches.
Enterprise Case Walkthroughs
Deep dives into how organisations are actually delivering AI, examining real structures, decisions, and changes made once systems are live.
Strategic Collaboration with Other UKAI Groups
This work does not sit in isolation. Members connect into other UKAI groups where useful, sharing insight and aligning approaches as challenges and priorities overlap.
What’s Coming Up
The group is developing a programme of activity and outputs designed to make enterprise AI delivery more legible to the wider UKAI network.
A first flagship focus is:
Roundtable: The Ownership Question Shaping Enterprise AI Adoption
How responsibility for AI delivery, risk, and outcomes is being structured as systems move from experimentation into business critical use.
This work addresses one of the most pressing challenges organisations are now facing as AI scales. It examines where ownership sits in practice, how accountability is evolving as AI spans products, platforms, and risk functions, and where delivery slows or breaks when responsibility is unclear. Insight from this work will inform UKAI guidance, events, and wider member activity.
Building on this, upcoming activity will include:
- Fireside discussions and panels with senior leaders unpacking how ownership, accountability, and decision rights are being handled in practice as AI becomes business critical
- Enterprise case walkthroughs examining how delivery models, governance, and controls evolve once AI is embedded into core operations
- Practitioner workshops working through how organisations integrate AI into existing delivery flows, change programmes, data strategies, and security roadmaps without creating friction or delay
Outputs from this programme will be shaped by members and shared selectively across the UKAI network, giving wider access to applied insight drawn from real enterprise delivery experience.
How to Get Involved
Participation is designed for senior leaders with direct responsibility for how AI is delivered, governed, and scaled within large organisations.
The group is deliberately kept focused to support high quality discussion and meaningful collaboration between peers facing comparable delivery and accountability challenges. It is intended for leaders shaping AI operating models, ownership structures, and decision making as AI becomes embedded into core business activity.
If these challenges resonate and you want to be part of a peer group working through them in practice, please get in touch with Stephen Moore.