How the work is shaped.
Senior AI advisory, built around how your organisation actually works. The shape changes. The discipline does not.
Most engagements blend governance, adoption, and coaching, sequenced to the organisation in front of us. What follows is the shape the work most often takes, the sequence we usually follow, and who tends to ask us in.
The work, seven shapes.
Engagements rarely include all seven. They are listed here in full so you can see what the practice covers, and where the work typically lands.
Fractional Chief AI Officer
Strategic and board-level AI oversight, on the engagement basis the work actually needs. Not a permanent hire. Not a one-off project. The senior judgement seat, filled at the cadence the organisation requires.
Governance framework design and implementation
The policies, controls, audit trail, model-selection criteria, and human-in-loop posture an organisation needs to make AI use defensible. Built around your operating environment and the regulatory surface relevant to your sector.
EU AI Act readiness
Gap analysis against current and upcoming obligations. Compliance roadmaps that distinguish what is genuinely required from what is good practice. Documentation that holds up when regulators or customers ask.
AI risk assessment and vendor due diligence
Evaluating in-house and third-party AI systems against governance standards. Model provenance, data flow, contractual obligations, fall-back position when a vendor changes their offering at three months' notice.
Policy drafting
AI Acceptable Use, AI Ethics, Data Governance, and the policies that sit alongside them. Two pages where two pages will do. Plain English. Designed to be read.
Board-level AI advisory and reporting
Translating AI risk and AI opportunity into the language a board needs. Supporting governance committees with the materials and the framing they would otherwise have to develop themselves.
AI literacy and Article 4 compliance training
Equipping the people who actually do the work with the knowledge to use and govern AI systems responsibly. Built around the workflows that exist, not generic training that ignores them.
Five stages, one sequence.
The shape is always shaped to the organisation, but most engagements move through the same five stages, in order. Each stage has a defined outcome. Progress is visible without anyone having to invent a status report.
STAGE 01
Discovery
Understanding the organisation's AI landscape, the work it actually does, and the governance posture it currently holds. A small number of structured conversations. No tools imposed at this stage.
STAGE 02
Assessment
Establishing where the organisation sits today, against the maturity stages and against external benchmarks where helpful. The AI Governance Scorecard sits inside this stage where it earns its place.
STAGE 03
Roadmap
A prioritised plan for the work that follows. Stages with named outcomes, not a long list of activities. Built around what the organisation is willing to do, not what would be theoretically ideal.
STAGE 04
Implementation
Hands-on support for the work the roadmap names. Policy drafting, framework deployment, training, evidence gathering. The advisor is the implementer.
STAGE 05
Monitoring
Ongoing visibility into how the governance posture holds as the AI landscape changes. Some clients run this themselves with the tools we leave behind. Others retain Navitec for a quiet ongoing presence.
The organisations we help.
Navitec works with organisations using AI seriously, without a full-time leadership seat in place to run it. The shape of the help differs by organisation. The kinds of organisations that find us most useful tend to share four characteristics.
Mid-market and growing organisations.
Using AI for operations, customer service, or product features, but without the scale or budget to justify a full-time governance team. The work is built around the seat that exists, not the org chart that doesn't.
Boards asking the hard question.
When leadership has decided AI governance matters but no one inside the organisation has the breadth to answer. Sometimes this surfaces from a customer audit. Sometimes from a regulator. Sometimes from one director who has done their homework.
Regulated sectors approaching EU AI Act obligations.
Financial services, healthcare, legal, public sector. Organisations facing new requirements that the existing risk and compliance functions were not designed to handle. The work meets you where the existing GRC posture leaves off.
Organisations with AI in production.
Where governance has been reactive or ad-hoc, and now needs structure, evidence, and oversight. The technology is in use. The governance has not caught up. The work is to close that gap without breaking the work that is already running.
The first conversation is a thirty-minute call, no pitch, no deck, no obligation. We talk through where you are. If we are the right fit for the work, we will know. If we are not, we will tell you who is.
Book thirty minutes