Artificial Intelligence makes drafting cheap and fast.
That changes how decisions happen, how commitments get made, and how accountability blurs.
I help leaders and organisations decide where AI belongs, where human judgement must remain, and how to design faster workflows without becoming reckless.
I am a Professor of Agentic AI, a Chartered Engineer, and a National Teaching Fellow.
Who this is for
This site is for people responsible for real decisions in organisations using AI.
Leaders introducing AI into everyday work.
Boards, trustees, and senior teams who need governance rather than drama.
Managers redesigning workflows where drafting, reporting, triage, or communication are now AI-assisted.
Organisations that need practical judgement, not hype.
What I work on
When AI speeds up drafting, organisations often mistake fluent output for sound judgement.
That creates problems that are not mainly technical.
Decisions without clear owners.
Commitments made too early.
Weak verification and evidence discipline.
Unclear approval routes.
Accountability that disappears under speed.
My focus is on the governance, decision rights, and operating discipline needed to keep organisations coherent as AI enters everyday work.
What you’ll find here
Judgement log
A public record of real governance questions I’m working through. Not polished case studies. The messy bit where trade-offs, evidence gaps, and decision ownership show up.
Writing
Short essays and board-style notes on decision rights, evidence discipline, and practical AI use in everyday work.
Talks
Keynotes, executive briefings, and practical workshops for leaders and teams who need to think clearly about AI use in real operations.
Governance boundary
If you can’t name the decision owner, you don’t have a decision.
You have a draft.
Why this matters
The risk is not just bad AI.
The risk is organisations accelerating work without redesigning responsibility.
When drafting becomes effortless, people approve too quickly, check too little, and assume someone else is accountable. That is how workflow speed becomes organisational stupidity.
AI adoption only works when judgement, ownership, and evidence are made explicit.
About Richard Hill
I am Professor of Agentic AI, a Chartered Engineer, and a National Teaching Fellow.
My work sits at the intersection of AI, judgement, governance, and organisational practice. I am interested in what happens when AI enters real workflows: who decides, who signs off, what counts as evidence, and how organisations stay coherent when work accelerates.
This site brings together my public thinking, writing, and speaking on those questions.
Latest writing
- Drafting Is Not Deciding
- When Trustees Must Push Back on AI Leadership Narratives
- Judgement as an Operating Model Problem in the Age of AI
- Executive Judgement in AI-Mediated Organisations: Why Leadership Value Hasn’t Moved to the Machine
- Up tempo work
Work with me
I work with leadership teams, boards, and organisations through briefings, workshops, speaking, and advisory conversations on AI judgement, governance, and operating discipline.
For speaking, advisory, or workshop enquiries: