Every department has a different idea.
Teams test different tools, but the company has no shared criteria and no single list of priorities.
Someone finally runs AI in your company
Your External AI Director
Together with your board we pick the initiatives that make sense, drive them to working solutions and measure the effect. You get one person accountable for the whole area, and a team that delivers rather than only recommends.
No sales deck. We talk about one area that is stuck today and tell you plainly whether we can help.
When you need one
AI is not stuck for lack of tools. It is stuck because decisions and follow-through are missing.
Tests never turn into real work.
Business, IT and vendors wait for each other because nobody owns agreeing and doing the next step.
The board has no basis for a decision.
Costs, risks and expected gains are judged separately. It is hard to decide what to grow and what to stop.
How we work
A standing engagement has a simple rhythm: learn, act, assess.
We repeat the cycle, updating priorities as the company’s needs change and as we learn its processes.
01
We learn the company
We talk to the board and to the people who own the processes. We collect running tests, needs and ideas, and agree a shared starting point.
What you get: A priority list, named owners, metrics and agreed next steps.
02
We run the chosen initiatives
We refine the scope of the chosen work, bring in the specialists needed and coordinate the work on both sides.
What you get: Visible progress, clearly named obstacles and the list of decisions that unblock further work.
03
We assess results and set the next step
We sum up effects, risks and lessons. The board gets a recommendation and the priority list is updated for the next period.
What you get: A documented decision and a plan for further work with a clear split of responsibility.
This is not a one-off project. With every cycle we know the company’s processes better and can make sharper decisions. Larger integrations, ground-up software, formal audits and ongoing maintenance require a separate scope.
What we deliver
A decision, a working solution and a handover to your company.
Material for a decision
A list of initiatives with cost, risk, metric and recommendation. The board gets a basis for a decision, not a presentation about AI.
Concretely: a monthly summary, a decision and risk register, and the rationale for buying or building.
A working solution
An automation, integration, prototype, configuration or pilot, launched and tested in your company within the team’s monthly pool of hours.
Concretely: at a law firm this was daily automatic report retrieval without a standard integration, plus monitoring that chases missing entries by itself.
Handover to the company
A short manual, a named process owner and a way to measure. The solution has to work when we are not there.
Concretely: working documentation, a trained owner on your side, an agreed metric and the threshold that calls for action.
Case study
See what a real AI implementation looks like.
We describe the starting point, the change we made and the measurable effect, with no shortcuts and no invented examples.
- Result of the engagement
- Legal services
A law firm regained control of its team’s work and of 50 retainer clients
Monitoring detects scope overruns, extra work to be billed and clients who need contact or closer attention.
Key result
Regular reporting gaps cut by over 80% after a simple automation supervised by dyrektor.ai.
Terms
A monthly subscription with an agreed pool of hours from the whole team.
You are not buying meetings or advisor hours. You are buying the team’s availability, the lead person and the specialists, which we spend where it creates the most value that month.
- Billing
- A monthly subscription paid in advance, covering an agreed pool of hours of the team’s work.
- What the pool covers
- The lead person’s and the team’s work: analysis, meetings, preparation, implementation, tests, documentation and coordination.
- Extra hours
- Only after your prior approval, at an agreed hourly rate. Never without consent.
- Outside the subscription
Priced separately, before we start: dedicated systems and websites · large integrations, migrations and ongoing maintenance · penetration tests and formal audits · extended legal support and high-risk AI systems · guaranteed response times and 24/7 availability.
Tools, licences and infrastructure are paid by the company.
People and standard
Real people stand behind the service, working to one shared method.
Rafał and Michał created dyrektor.ai and develop the standard of the service. The engagement does not depend on one person being available: everyone works to the same method and draws on the right specialists.
Rafał Garbacz
He combines the perspective of an entrepreneur, an adviser and a practitioner. At dyrektor.ai he is responsible for contact with the board, priorities and running the engagement. He is the person a company comes to with a problem and holds to account for the result.
Michał Stanisławek
Michał has led technology teams and projects for over 20 years, from content management and television playout systems to Conversational AI and LLMs. At dyrektor.ai he is responsible for feasibility, architecture, measurement and the move from a decision to a working pilot.
Patryk Bajer
Patryk has built software for over 20 years. Since 2019 he has been co-founder and CTO of utter.one, where he builds voice systems, chatbots and generative AI solutions, including the open-source Bonsai platform. At dyrektor.ai he is responsible for feasibility, architecture and measurement of proposed solutions.
- The wider team
- In the wider team we work with specialists from many fields, including lawyers, cybersecurity experts, designers, developers and many others.
Who it is for
This way of working fits a company ready to make decisions and act.
This engagement makes sense if
- there are already AI ideas or first tests, but no shared direction and no ownership
- at least one repeatable process has a result that can be measured
- the board is ready to name a person accountable for the engagement and to make decisions
- process owners can share knowledge and take part in the agreed work
Another form will suit you better if
- you need round-the-clock technical support or full-time availability
- you expect a large IT system to be built within the basic scope
- the company cannot give access to people, data and decisions
Key questions
Before we talk.
We bill a monthly subscription covering an agreed pool of hours from the lead person and the team of specialists. The amount depends on the capacity we agree, which we set after the first call, once we know the scale of work your situation needs. Hours beyond the pool are billed only after your prior approval. Tools, licences and infrastructure are paid by the company.
We need one person named by the board with time reserved for a regular meeting and for making decisions, plus access to the people who know the chosen process, usually a few short conversations a month. Without that access the work slows down regardless of our capacity.
The first three months are the minimum term. That is the time needed for one full cycle: getting to know the company, measuring the baseline and launching the first solution. After that the engagement runs on an open-ended basis, for as long as it creates value for the company.
One named lead person accountable for priorities, communication and the result, plus a standing core team covering AI, automation and implementation. Additional specialists are chosen per task. You have one point of contact, not several vendors to manage.
We start with basic access hygiene and a Shadow AI audit, checking which AI tools employees already use and what risk that creates. We keep a register of AI systems in use, name the risks and prepare standard documents, including an AI usage policy. Penetration tests, formal audits and high-risk AI systems require a separate scope.
We are responsible for running the work, preparing recommendations, naming risks and bringing in the specialists needed. Business, legal and operational decisions stay with the company.
First step
Let’s talk about one area that is stuck today.
We start with a 30-minute call with the owner, a board member or the person responsible for the area. No sales deck: we want to understand the situation and tell you plainly whether we can help.