What AI changes in your job.
The same technology looks different from a CFO's desk than from a CTO's. These are the use cases that hold up per role.
AI by role
The same technology looks different from a CFO's desk than from a CTO's. These are the use cases that hold up per role.
CEO
Where AI changes the cost base and where it is a distraction. Reading an AI business case, judging a vendor proposal, and knowing which projects to stop before they consume a year. Typical first wins: board reporting that assembles itself, competitive monitoring that does not need a person reading feeds, and back-office processes whose cost nobody has questioned in a decade.
CFO
Invoice and document processing, cash-flow forecasting, and reporting that builds itself from the systems holding the numbers. The finance case is unusually easy to measure: volume and handling time are already tracked, so the return can be calculated rather than estimated. The harder question is audit: every automated posting has to be traceable, which shapes where approval gates sit.
CMO
Lead qualification within seconds of a form submission, product and campaign content at catalogue scale, and attribution that survives scrutiny. Marketing tends to adopt AI fastest and measure it worst - the discipline worth importing is a control group, so the uplift attributed to automation is the uplift it actually produced.
CTO
Architecture that does not tie you to one model provider, and the operational reality of running AI in production: latency budgets, cost per operation, evaluation suites and what happens when a provider deprecates a model. The build-or-buy question usually resolves to buy the model, build the orchestration - that is where the defensible work is.
HR
CV screening, onboarding and training that adapts per person, with the documentation an audit will ask for. This is the function where the AI Act bites hardest: recruitment systems are classified high-risk, which means human oversight, technical documentation and transparency towards candidates are obligations rather than good practice.
Operations
The repetitive coordination that consumes a team's week: chasing status, re-keying data between systems, handling the exceptions a rules engine cannot. Operations usually holds the highest-volume processes in the company, which is why an assessment often finds the best return here even when the interesting ideas came from elsewhere.
What every role asks first
Build cost, running cost and the time your own team will spend. All three, before you commit.
You set what the system decides alone and what needs a person. Every action is logged and reversible.
Your team, after handover. Documentation and training are part of delivery, not a paid extra.
First agent in 4 to 6 weeks. The assessment gives you a firm date for your specific case.
Your role, your processes
A call to work out which of these apply to how you actually work.
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