I spotted a pattern: executives were talking about AI but not actually using it, and they were reluctant to admit it. They needed someone approachable, with no technical jargon — training that wouldn’t eat into their time and wouldn’t assume any particular technological starting point. I pictured it as their children’s private tutor, but for them.

We started one-to-one and face-to-face, at their offices or even in their own homes, but by now almost everything is online. Then we added group sessions, and today we even have a platform for training an entire company. We understood that they needed someone approachable, someone who could play the part of a digital coach, and we have since adapted that to an online format. One-to-one remains the backbone. And when I say digital coach, I mean it literally, because they ask us about all sorts of things. We are now moving into robotics as well, but in language aimed at executives.

What works is a sector-based approach rather than a functional one: the use cases have to speak the language of the client’s business. The greatest resistance always appears in the same place — admitting that they have spent years talking about AI without ever having touched it.

Markets such as Brussels or Luxembourg, with a high concentration of European corporate headquarters, are of great interest to us. We know that our format has no competition there.

We hope to connect with companies looking to bring their teams up to speed on AI. We have our own methodology: it avoids taking up the learner’s time, works from whatever technological starting point the executive has, and covers the fundamentals so that their knowledge doesn’t become obsolete with every new version of the tools.