Executive AI Program · Lab format
Most executive AI training explains the technology. The Executive AI Lab puts executives to work with it.
The gap
The typical session explains what large language models are, shows a few prompts, and ends with a slide about the future of work. Everyone leaves interested. Nothing changes on Monday.
The problem is not the content. It is that watching someone else use a tool does not build capability, and prompting tips are the smallest part of what has actually changed. The larger shift is in how work gets delegated, how knowledge gets organized, and where human judgment belongs.
Basic prompting is the easy part. Changing how leaders think, decide, and delegate is the work.
What participants learn
Research, analysis, critique, scenario planning, decision support, and meeting and strategy preparation.
Research agents, reporting agents, meeting agents, document agents, analysis agents, and repeatable workflows.
Skills, agents, context, memory, organizational knowledge, workflows, and human review.
Each executive builds or substantially designs one capability tied to their actual role.
Applied by role
Participants do not share a generic exercise. Each person works against the material they are actually responsible for.
Variance analysis, board reporting, financial research.
Contract review, policy analysis, legal research.
Talent review preparation, policy support, job architecture.
Operating review support, reporting, issue identification.
Research, customer insight, campaign analysis.
Vendor-independent evaluation, architecture patterns, internal enablement.
Session outcomes
The measure of a good session is not how interesting it was. It is whether people work differently the following week.
Formats
Each format is fixed-scope with a clear outcome. Pricing depends on preparation, customization, group size, and travel, and is agreed before any work begins.
90 minutes
Leadership or board orientation and demonstration. The fastest way to give a leadership team a shared, current understanding of what has actually changed.
Half day or full day
Hands-on applied learning for a leadership team. Participants work with AI throughout, using their own material rather than sample exercises.
Full day
Executives bring real workflows and leave with skills, agents, or working prototypes tied to the work they actually own.
Preparation
Who is in the room, what they own, what the company has already tried, and what would make the session worth the calendar time.
A handful of conversations with participants to collect the real work the session will use, and to surface the constraints that matter.
Which tools the session runs in, what material can be used, and how anything created during the day is handled afterward.
A short, genuinely short, request for each participant to bring one piece of real work. This is what separates an applied session from a demonstration.
Who runs it
Not an AI specialist explaining business. An operator explaining AI.
Michael Koenig is a three-time public and private company COO with a decade of COO experience. He was an early member of Automattic, the company behind WordPress.com, and helped scale it into a multi-billion-dollar global technology company. He has since led and advised high-growth companies across operations, revenue, organizational design, and execution.
Sessions are run by someone who has held the roles in the room and uses these tools daily in his own operating work.
About MichaelThe expanded format
For teams that want support beyond the Lab, the twelve-week Executive AI Adoption Program works with each leader to identify valuable workflows, build reliable AI capabilities around their actual work, and make daily use measurable and repeatable.
Discuss the expanded programQuestions
No. Sessions are designed for leaders across the full range of experience, from people who have never used these tools seriously to those already using them daily.
The work is structured so that both groups get something out of the same session. Beginners get a working foundation. Experienced users get the parts almost nobody has reached yet: agents, context, and building repeatable capability.
Whichever ones your company has already approved. The practice is vendor-independent, so the session is built around your environment rather than a preferred platform.
If your company has not settled on tooling yet, the session can run on general-purpose tools and include a short, honest read on the trade-offs.
Yes, and that is usually the better choice. Working inside the tools your people will actually keep using means the workflows built during the session survive after everyone leaves the room.
Sessions are designed to work with real material, which means the handling rules matter. Before the session we agree on what can be used, which environment it runs in, and what happens to anything created during the day.
Where your policies restrict the use of live data, the session uses redacted or representative material instead. The applied value holds either way.
Yes. Preparation includes a short set of interviews or a working call to understand the roles in the room, the work they own, and the constraints they operate under.
A session for a finance leadership team looks materially different from one for a mixed executive team, and neither looks like a generic curriculum.
Personal workflows they can use the next morning, an understanding of how skills and agents work, an initial inventory of opportunities inside their own functions, and, in the Build Day format, at least one capability they built themselves.
Start somewhere useful
Tell us who is in the room and what they own. We will come back with a session design and a recommendation on format.