Helping leaders turn AI’s possibilities into better work
For more than 15 years, I’ve worked at the intersection of business strategy and operations, building teams, designing ways of working, and turning growth plans into something organizations can deliver in the day-to-day.
Today, Braid brings that operating experience to leaders who want to use AI to build a more capable organization, not simply a smaller one.
Selected work
Cam took the time to understand our business, our people, and the work we wanted to spend more time on. That made working with Braid feel practical and relevant from the start. Cam helped us move beyond experimenting with AI to finding repeatable ways to use it in our everyday work. The skills we learned and AI tools we built have stuck because they reflect what our teams actually need to do their best work.
Suzi Watford, Chief Strategy Officer
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The brief
The Washington Post’s commercial department wanted to turn AI experimentation into practical, repeatable ways of working across teams with different roles, workflows and levels of confidence.
Leaders wanted that work to support the department’s commercial priorities: improving quality and speed, creating team capacity, strengthening client and audience propositions, and identifying opportunities for growth.
What Braid did
Braid began with a Listening Tour to understand how teams worked, what they wanted to spend more time on, and where AI could help. That work surfaced 33 practical use cases.
Over three months, I worked alongside teams through group learning sessions, weekly hands-on Office Hours, and one-to-one support. Together, we built and refined AI assistants and automations to support their day-to-day work.
Alongside this training, we redesigned selected workflows. We first mapped how the work happened today: the tasks, handoffs, decisions involved, and where people’s time and expertise went. We then designed a new way of working around the combined strengths of people and AI, identifying where AI could support or automate tasks and where human expertise was essential.
Learning and workflow design reinforced each other. The Post’s teams developed a deeper understanding of their existing AI tools by applying them to real work, while building the skills to create assistants and redesign workflows themselves once this engagement ended.
Braid gave our team the confidence and skills to keep learning, experimenting, and reimagining our work with AI. They were a thoughtful and reassuring partner throughout, taking the time to understand our foundation, our people, and the values that shape how we work. Their flexibility to meet us where we were and to intentionally shape our series of trainings was exactly what we needed to start our organization’s AI journey.
Lissy DeSantis, Director Of Impact
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The opportunity
The Elevate Prize Foundation wanted its people to build the confidence and practical skills to use AI in ways that strengthened their work and remained true to the organization’s mission.
Team members brought different levels of AI experience, alongside important questions about privacy, ethics, accuracy and where human judgement needed to remain central.
What Braid did
Braid began by listening. A team-wide questionnaire and discussions with every department helped us understand people’s starting points, concerns and the work they wanted AI to support.
We designed a four-session, 10-hour learning program around those needs. Teams developed practical skills using their own work and built shared approaches to responsible AI use.
Together, we also mapped existing workflows and explored how they could work differently with AI. Teams redesigned those workflows around the combined strengths of people and AI, guided by their own values and those of the Foundation.
What makes Braid successful
Strategy connected to operations
My experience has always sat between strategy and execution. I understand what leaders are trying to achieve, but I’m equally comfortable getting into the detail of roles, workflows, teams and day-to-day work required to make it happen.
Organizational design only matters if it helps the organization deliver its ambitions.
Designing change with people
The people closest to the work understand things no process map can capture.
I work with leaders, managers, and day-to-day teams to design change from inside the organization. That creates better evolutions, and gives the people responsible for making them work real ownership of the change.
Technology agnostic
Braid is not tied to a particular AI platform or technology provider.
I start with the work and the business need, then determine how your existing technology can support it. The goal is not greater use of AI. It is a more capable organization.