I help organisations make AI rules they can enforce and check.

Women were posting photos on X and, within minutes, other users were tagging Grok to strip them. It was happening at scale, and nobody was counting it.

I decided the most useful thing I could do was count, carefully, and publish the data so anyone could check it. Between June 2025 and January 2026 I documented 565+ requests to Grok for nonconsensual intimate images.

I released the dataset openly and wrote a Guardian column on what the law was missing. Regulators in six jurisdictions responded. The dataset stays public, and I still use it to argue that platforms should have to prove their systems prevent harm.

A country was building ways for public bodies and private companies to share citizens' data, inside a €5.25M facility. If people's consent could not be checked, the whole programme would rest on trust alone.

I led the consent work. I chose to test the risks before real data moved, so I used synthetic data to see where consent could fail.

I co-designed workshops, policy toolkits and readiness scorecards for the people who would run the system. The work ended in recommendations on how public and private data sharing should be governed, so that consent could be shown and checked.

Teams governing AI need to know what can go wrong with the models and products they use. Most start from a blank page, and each one guesses differently.

I lead the library at the centre of an AI governance platform. I set the review standards and the release cadence, and I manage a team of five.

The library now covers 400+ risks and 200+ models and products. Every client of the platform uses it to check their own systems. It keeps growing with each release, and it is built so the team can maintain it without me in the room.

A state government wanted public procurement that people could follow and check, on a $2.5M project. There was no team to do it.

I built the Delivery Unit from scratch. I judged that the skills had to sit with the state's own staff, so I trained everyone. I recruited 10 people and trained all 25 staff, including on freedom of information and procurement.

The unit worked across 17 local government areas. The training materials I wrote gave staff something to return to after I left.

A national policy programme was producing a great deal of work, and it needed a way to keep and share what it learned.

I built the knowledge team and set reporting standards, so every output could be found and trusted. I ran 26 case and tracer studies and reviewed 112 reports.

The result was a portal of 1,000+ policy outputs that anyone on the programme could search. It turned years of scattered reports into a record people could use.