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Working paper
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[Two lines on what the reader gets. Lead with the takeaway, not the topic.]
Download PDFSpeaking & AI advisory
Put AI where the judgment is.
Canter Consulting Group helps leadership teams get past the pilot and put AI into work that actually carries consequence — with the review steps and documentation to stand behind it.
[Hero image — replace this block with an <img>.
Landscape 5:4, ~1600×1280px. A working session or
speaking photo reads better here than a stock abstract.]
Landscape 5:4, ~1600×1280px. A working session or
speaking photo reads better here than a stock abstract.]
IndependentNo software to sell and no implementation fees. The recommendation is the product.
Built for scrutinyDesigned for teams whose work gets reviewed, sampled, and second-guessed.
Your team keeps itEngagements end with a named internal owner, not a retainer.
The problem
Most AI programs die in the pilot.
Teams buy the tool, run the pilot, and then it quietly stops. Usually not because the technology underperformed — because nobody agreed on which decision was supposed to get better, who owns the output once it exists, or what review it has to survive before anyone will rely on it.
That last question is where most of this work lives. In an environment where the output gets sampled, examined, or explained to somebody else, "the model produced it" is not an answer. The work has to be defensible by the person who signed it.
[Optional third paragraph — a specific observation from your own experience. One concrete line here does more than the two paragraphs above it.]
The learning path
Four stages, in order.
Teams can enter at any stage, but nothing gets built before stage two is finished. Skipping it is how organizations end up with a pilot nobody owns.
STAGE 01
Orient
A shared, unhyped picture of what these tools do well, where they fail, and what that means for your people specifically.
STAGE 02
Locate
Find the handful of decisions and workflows where AI changes the outcome — not the ones where it just changes the typing.
STAGE 03
Build
Design and build it alongside the team, inside their real work, so the people who will run it are the people who made it.
STAGE 04
Govern
Review steps, evidence, and documentation, plus a named owner — so it survives an examination and a staffing change.
Services
Three ways in.
Keynotes & talks
For audiences who have already tried the tools and want to know what to do on Monday.
- Keynote, 45–60 minutes
- Conference breakout or panel
- Leadership offsite session
- Virtual delivery available
Workshops
Hands-on working sessions that run a team through stages one and two of the learning path using their own work.
- Half day or full day
- Built around your real workflows
- Team size: [range]
- On site or remote
Advisory engagements
Scoped projects that take one workflow from assessment through a governed, running build.
- Use-case assessment and sequencing
- Workflow and prompt/agent design
- Review steps and documentation
- Enablement and handoff
Resources
Working papers.
[These three cards are structure only. Do not publish them until the papers exist — an empty resources section costs less credibility than one that promises downloads and delivers nothing.]
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What you get
Deliverables, not decks.
- A sequenced use-case list Ranked against real decisions and real constraints, with what to do first and what to leave alone.
- Working builds, not mockups Running workflows built in your environment with your team in the room.
- Review and evidence standards What gets checked, by whom, how often, and what documentation exists when someone asks.
- An enablement plan and a named owner So the capability outlasts the engagement and the person who championed it.
How this is different
Four commitments.
Nothing to sell you
No software, no reseller agreements, no implementation revenue. If the answer is that you don't need a tool, that's the answer you get.
Built for reviewed environments
Work designed from the start for settings where output gets sampled, examined, and defended — not for a sandbox.
Capability, not dependency
Your team builds it, so your team can change it. The engagement is supposed to end.
Governance in scope on day one
Controls are part of the design, not a remediation project after something goes wrong.
Results
Selected engagements.
[I did not write case studies, because I don't have any real ones. Add engagements only as they happen. Until then, delete this whole section — an empty results section is worse than no results section.]
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[Industry]
[What the engagement did]
[One line on the outcome. Numbers if you have permission to use them.]
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Spoken for
[Client or event logo — only real ones]
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About
[Your name]
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[Bio paragraph 1 — who you are and what you do now. Still blank because you haven't told me whether to name your current employer, describe it generically, or leave it off. Any of the three works; it's a disclosure call, not a writing one.]
[Bio paragraph 2 — the through-line. Why leadership, risk, and AI belong in the same practice.]
[Bio paragraph 3 — credentials you want public: degrees, certifications, board or volunteer roles.]
[Optional: where the name "Canter" comes from.]
FAQ
Common questions.
What do you speak about?
Using AI as a thinking partner rather than a faster assistant, and what changes about oversight when part of the work is machine-generated. Sessions are shaped around the audience — a room of operators gets something different from a board.
Do you sell or implement software?
No. There are no vendor relationships and no implementation revenue, which is what makes a recommendation to do nothing possible.
How long is a typical engagement?
[Your answer. A realistic range — e.g. "workshops are a single day; advisory engagements usually run six to ten weeks" — converts far better than "it depends."]
Do you work with regulated industries?
That's the intended center of the practice — settings where output is reviewed, sampled, and has to be explained to someone outside the team.
Do you travel, and what are your fees?
[Travel radius, virtual options, and how you handle fees. You don't have to publish numbers, but say something — silence here loses inquiries.]
How do we start?
Send a note through the form below with your date, audience, and what you want people to walk out able to do. A short call usually settles whether there's a fit.
Connect
Tell me what you're working on.
Speaking inquiries, advisory questions, or something that fits neither. Replies usually within two business days.