Christopher SKENE

How do you get AI working safely—and measurably—for a regulated Australian SME? Start small, learn fast, scale with control. Step 1: Data maturity check—know what you have and what you can trust. Step 2: Risk and governance map—practical guardrails aligned to CPS 230 and ISO 42001. Step 3: Pilot design—vendor-neutral, focused on a single decision that matters. Step 4: Hands-on optimisation—founder-led delivery to tune models and processes. Step 5: Knowledge transfer—embed skills so improvements stick. We’ve seen small pilots de-risk investment and lift decision quality within months. Curious what a sensible first pilot looks like for your team? Visit https://wix.to/4nqoTYP and let’s sketch a roadmap that fits your risk profile and capacity. #AIReadiness #RegTech #SMEs

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🚀 Our sister company, Circini Limited, just shared a fascinating new perspective on the evolution of data architecture, and it’s well worth a read. As organisations across Aotearoa and Australia accelerate their cloud journeys, the ability to design malleable, future-ready data ecosystems has never been more important. 💡 Circini’s latest article explores how modern architecture is shifting from rigid monoliths to adaptive, intelligent platforms; capable of flexing with tomorrow’s demands. 🔗 Read it here: sen.nz/5skk6s 👉 Follow Circini for more insights on data strategy, governance, and transformation. #DataArchitecture #DataPlatforms #ModernData #Analytics #ANZBusiness #DigitalTransformation #DataStrategy #Circini 

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Well said Leigh Jasper. This echoes a common sentiment in Silicon Valley: • Network effects • Proprietary data assets • Deep industry-specific workflows • Regulatory and risk-compliance barriers tapestry® delivers all four: • Marketplace economics • Real-time commerce data (including compliance data) • AI workflows (HANK) • POS distribution and compliance reporting 4/4. Nice.

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Cost of BoM’s Website Revamp Revealed—Let’s Build Services Australians Deserve https://lnkd.in/gf3spbpS Sailing the Mediterranean on sabbatical, I rely on private tools—Windy, PredictWind, Lightning Tracker, Starlink, In Reach, for safety-critical decisions. These apps are mobile-first, resilient, and tailored to niche needs, proving modern tech can serve everyone. The BoM’s $86M revamp, however, feels like a missed opportunity. While functional, it lacks the usability, inclusivity, and edge-case support of private alternatives. The SA Fires App shows what’s possible: locally built, cost-effective, and resilient. How can we do better? Design for All Users: The BoM serves a broad audience but misses specialized needs (sailors, farmers, emergency services). Public services should support every citizen, not just the average case. Open Data for Innovation: Countries like Brazil and the US open weather data to developers. Australia could too; unlocking innovation while ensuring public value. Agile, User-Centric Delivery: Private tools update continuously. Government services should adopt modular, adaptable platforms that evolve with user needs. Modern Public-Facing Services: Legacy systems prioritize stability, but public services need flexibility, scalability, and resilience;especially during demand spikes. Value Through Smart Investment: The BoM’s revamp could deliver more by focusing on user needs, open standards, and private-sector partnerships. A Call to Action: Australia has the talent to lead in public service innovation. The SA Fires App proves local ingenuity works. Let’s put Australian tech businesses to work for citizens. To decision-makers: Build services that meet 21st-century standards—mobile-first, inclusive, and adaptable. To citizens: Demand better. Share how services can serve all Australians. How can we design public services that are modular, inclusive, and built to last? Disclaimer: I’ve seen the SA Fires App’s design—clever, resilient, and cost-effective. #PublicService #DigitalTransformation #Innovation #ValueForMoney #TechForGood #SAFiresApp #BoM #AusGov

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Boards can no longer remain agnostic to changes in digital technology. This is especially true of rapidly growing private (or family owned) businesses on an "enterprise trajectory". This is a great summary of increased expectations of the "modern" Board Director in this regard . https://lnkd.in/gEGB-t8F

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