I help organisations make consequential decisions about AI and build the leadership capability to act on them.
You may already be rolling out licences, experimenting with AI or starting discussions about what comes next.
What does AI change about the value we create - and how urgently do we need to act?
Our leaders are starting in different places. How do we build a shared view and decide what to do next?
How do we know what to ask management - and whether the answers are good enough?
How do I lead others through this while I’m still working it out myself?
How I can help
Strategic choices
Work out what AI means for the value you offer and your business model - how urgently you need to act, and where to start.
Examine where value may be shifting, what needs to change and which strategic choices deserve your attention first.
Leadership capability
Your leaders need the judgement to make strategic choices about AI and the capability to lead the changes those choices require.
Use AI on your own work, test what it produces and make sense of the implications together. Build the understanding and confidence to lead yourselves and your people through change.
Start where the need is most pressing. We can explore what AI changes for your organisation, build capability with your leaders, or work one-to-one on your own AI judgement and leadership.
I work with leadership teams and boards in purpose-led and reputation-sensitive organisations, and one-to-one with executives and board directors.
We need a direction we can explain and a team that can lead it.
Connect your organisational choices with the capability of the people responsible for carrying them through.
We need to know what to question, what to expect and where oversight matters.
Build a more informed basis for governing AI and examining management’s response.
I need to understand what AI changes for my work and how I lead.
Build your own practice, test your thinking and work through the questions you carry.
Information about AI is abundant and cheap.
Shared, firsthand sense-making is not.The more capable AI becomes, the more leaders need human spaces to work out what it means.
More than 120 leaders from 43 organisations across 14 sectors - through organisational engagements, Circles and private advisory.
From broad discussion to strategic choices.
“The AI discovery process led by the Uncertainty Lab brought clarity to what had previously felt like a broad and somewhat abstract conversation about AI. It has sharpened our discussions by reframing AI not as a technology initiative, but as a question of strategic risk appetite and long-term positioning. … Sue brought a deeply strategic lens and a strong focus on the human implications of AI, which kept the discussion grounded in our mission and values rather than the technology itself.”
Ruth KestermannCOO, Plan International AustraliaThinking beyond today's tasks.
“I genuinely got so much value from the sessions. They've changed the way I work with AI day to day, but more importantly they've shifted my thinking about what's possible at an organisational level. I came away thinking much bigger about how we can use AI to change the way work gets done, not just make today's work a little easier.”
Nadine MacleodTransformation Lead, Bank FirstDeliberate practice. Independent support.
“Sue helped me move from dabbling with AI to deploying it deliberately into my working week — building my tech stack, applying guardrails, managing data. She has been a patient and wise partner to work with, making suggestions and challenging my thinking without telling me what to do.”
Jo-Anne BlochChair and Non-Executive Director
City of Melbourne
Build your leadership team’s capability together.
Explore the AI Leadership CircleI’ve spent 25 years leading strategy, transformation and crisis response in organisations where people, trust and reputation matter. That experience shapes how I approach AI - the questions I ask, the consequences I consider and the choices I make.
In 2025, I stepped away from executive life to explore AI and build The Uncertainty Lab. I’ve redesigned how I work and how my business operates, working through what AI can do, what I want to keep human and where my experience creates value.
I bring that lived experience, alongside strategic leadership and AI expertise, into the work I do with you: making strategic choices about AI, reconsidering how work gets done and leading the changes those choices require.
The Uncertainty Lab helps organisations make consequential decisions about AI and build the leadership capability to act on them. We work through where AI can create value, what needs to change and what stays human. Sue also works one-to-one with executives and board directors who want to become AI-capable.
Book a conversation and we’ll talk through your situation, priorities and what you want to achieve. We’ll work out where support would be most useful. You don’t need to choose a service before we speak.
Training builds knowledge. It doesn't settle the decisions you're responsible for - where AI belongs, which risks matter, what needs to change and how to bring your people with you. This work builds on what you already know and works through those decisions in your own context, with your own people.
No. The work helps you decide where AI belongs. That can mean pursuing a use, testing it first, setting a boundary, keeping work human or choosing to wait. The point is to make the choice deliberately.
Working out what AI means for your own leadership, your organisation or the board you serve? Let’s talk about the choices you face and what you need to move forward.