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Governance Meets Delivery: AI for Business Owners

WORKSHOPS · 14 · FULL-DAY INTEGRATED PROGRAMME

WORKSHOPS · 14 · FULL-DAY INTEGRATED PROGRAMME

14

Governance Meets Delivery: AI for Business Owners

A one-day programme that produces a governed, technically feasible AI business case for one real process: a board-ready governance checklist checked directly against a scoped, EDG-aware delivery pilot for the same process.

You leave with

  • Governance checklist
  • Delivery pilot brief
  • Checked against each other
  • Governed, feasible business case
Enquire about upcoming dates View the one-page brief
See all three integrated programmes

Duration

One full day

Format

In-person, two facilitators

Cohort size

Max 16 participants

Requires

No prior technical knowledge

Grant eligibility

EDG-aware delivery pilot for Singapore-registered organisations

Facilitators

Terence Kok and Veronica Loh

Audience

SME and mid-market business owners and entrepreneurs.

CPD / CPE hours

To be confirmed

Certificate on completion

Certificate of Completion, Praxora Lab

Overview

SME AI business cases usually have either governance or a delivery path, rarely both

SME and mid-market AI business cases tend to fail in one of two directions, not both at once: a strategy document with governance but no delivery path, or a delivery plan with no governance behind it to survive scrutiny. The gap on the governance side is measurable: PwC's 2025 Annual Corporate Directors Survey finds fifty-five percent of directors think at least one fellow board member should be replaced, the highest figure PwC has recorded on that question, and ISO/IEC 42001:2023 and the EU AI Act's record-keeping requirements now set a baseline most SME governance has not caught up to. The gap on the delivery side is just as measurable: Enterprise Singapore's Enterprise Development Grant already funds up to fifty percent of a qualifying automation project's cost, yet Panasonic's own EDB-supported cobotisation still took three years to show its return, a median 35 percent salary rise for redeployed staff, because the technical feasibility work was done properly first.

Terence Kok and Veronica Loh built this programme around the same governance-and-delivery pairing they each bring separately: a board-ready governance checklist and a scoped, EDG-aware pilot brief, for the same real process, checked against each other in the closing session. Business owners and entrepreneurs leave with a single governed, feasible AI business case, not a strategy slide with no way to fund it or a pilot with no way to defend it.

Sources

Why Praxora

Why this, not a platform

A governance checklist and a delivery plan, checked against each other.

  • Two practitioners, not one generalist

    Terence Kok on governance, Veronica Loh on delivery, each accountable for their own half of the day.

  • Two named frameworks, checked against each other

    The TRACE framework and Veronica Loh's own feasibility checklist, checked against each other in one closing session.

  • One real, produced output — not a case study

    The day ends with a governance checklist and a scoped, EDG-aware pilot brief for the same process, checked against each other.

  • A small, capped cohort

    Max 16 participants, so the room works from one real process, not a generic strategy day.

  • Built on institutions that already trust it

    Built from IMDA and CDO Vision Singapore engagements, and Enterprise Development Grant-funded delivery work.

  • One focused day — not an 18-week course

    One full day. No eighteen-week cohort, no drip-fed modules.

The direct successor to the retired two-day AI Masterclass for Entrepreneurs & Mid-Market Leaders, compressed to one day and strengthened with engineering-delivery credibility the original programme did not carry.

Key takeaways

What participants leave with

  • A board-ready governance checklist for one real process.

  • A scoped, EDG-aware delivery pilot brief for the same process.

  • Both checked against each other in the closing session, so neither stands alone.

  • A single governed, feasible AI business case ready to act on.

See a full sample of these documents › Filled out for a fictional company, so you can judge the format before enquiring.

Objective

Construct a governed and technically feasible AI business case for one real process, combining a board-ready governance checklist with a scoped, EDG-aware delivery pilot.

Each block below is the corresponding half-day course, compressed and led by the practitioner who built it. None of the content is new; the day's value is in checking the governance checklist directly against the pilot brief, for the same process, in the closing session.

Syllabus

Two pillars, one day

Left with a governance checklist and a scoped pilot brief for the same process, checked against each other, rather than a strategy document with no delivery path or a delivery plan with no governance behind it.

  1. 09:00 to 10:30

    AI Governance & Board Readiness, compressed

    Led by Terence Kok.

    • One live AI use case named in the room, not a hypothetical
    • A live scoring pass across five areas: data, process, governance, team skills, measurement
    • The TRACE framework: a structured test for whether a task is actually right for AI
    • Separating model performance from actual business outcome
    • IMDA and EU AI Act requirements, translated into four plain-language questions
    • The scorecard, delegation map, RoE worksheet and governance checklist, brought into one document

    OutputGovernance checklist

  2. 10:30 to 10:45

    Break

  3. 10:45 to 12:15

    AI & Robotics on the Factory Floor, compressed

    Led by Veronica Loh.

    • The real shop-floor or warehouse process brought into the room
    • A pharmaceutical vision-QC line that catches foreign objects in pill packs
    • What data already exists to train or validate against
    • Enterprise Development Grant eligibility, in plain terms
    • The feasibility checklist, pilot scope and EDG note brought into one plan

    OutputScoped pilot brief

  4. 12:15 to 13:15

    Joint synthesis: checking the governance checklist against the pilot brief

    Both facilitators.

    • The governance checklist checked directly against the scoped pilot brief
    • Where the plan and the delivery path already agree, and where they don't yet
    • A single governed, feasible AI business case, not a strategy document with no delivery path

    OutputGoverned, feasible AI business case

Component courses

Each pillar also stands alone

Book either as its own half-day course, or both together in this integrated day.

About the facilitators

What colleagues and clients say about Terence Kok

From past technology and transformation engagements, not attendee feedback on this programme itself, since the catalogue is new and that record doesn't exist yet. This is the track record he brings into the room.

  • Terence is a visionary leader with the capacity to translate complex ideas into executable plans. He has an innate ability to understand the technology and is a systems thinker, but most importantly he is a selfless collaborator. When committed to a project or undertaking, you can be assured of Terence's full commitment to see the project through to fruition.

    Lawrence Ng, Head of Training Analysis · Ministry of Defence

  • People who work with him see nothing less than perfection and mastercraft in his work.

    Bhavya Kukrety, Managing Director APAC · WATG

  • I recommend Terence without reservation to any organisation seeking a technology partner who understands both innovation and execution.

    Frederick Seah, Founder & Managing Director · 360 Communications

  • He is a leading voice in AI-driven urban transformation, and I recommend him to anyone seeking insight, credibility, and forward-looking leadership.

    Frederic Jallat, Professor · ESCP Business School

  • His approach balanced technical rigour and speed of delivery, ensuring that we maintained high standards in our data assets and applications.

    Jeremy Yap, Senior Analytics Engineer · Meinhardt AI & Innovation Office

  • His work moves beyond theory into real-world action. I wholeheartedly recommend Terence for his deep expertise in integrating innovation with sustainable business practices.

    Daniel Lian, SkillsFuture Queen Bee · ST Logistics

  • He delivers AI transformation at scale and proves the result. His expertise in governance is where he stands apart. He puts measurable outcomes first, not fancy tools, helping teams avoid costly mistakes they cannot afford to make. Any organisation making serious AI decisions would be fortunate to work with him.

    Iram Tanvir, AI Strategy for Governments; Professor · HBR Advisory Council

  • Terence combines exceptional technical knowledge with a calm, measured approach to leadership and problem solving.

    Graham Smith, Director · Smith Design Studio

  • Terence has shown an exceptional ability to translate vision into action, manage complexity across organisational boundaries, and lead initiatives that require alignment among diverse stakeholders.

    Johnson Paul, Director, Group Strategy & Business Development · Meinhardt Singapore

  • Terence's most enduring legacy is the development of Meinhardt's Group in-house application, KELIX. More than just a software platform, it embodies his passion for innovation, technical expertise, and relentless pursuit of continuous improvement.

    Ferdinand Naniong, President & Managing Director · Meinhardt Philippines

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Facilitators

Two practitioners, one for each pillar

  • Terence Kok

    Terence Kok

    Executive Director, AI Governance & Assurance Practice. Enterprise AI Strategist and Keynote Speaker

    “Before I built AI governance frameworks, I built things people occupy: the operations centre inside a 1,540-hectare smart city in Oman, the technology strategy behind NEOM's Oxagon and a two-kilometre vertical city under construction in Riyadh, the diagnostic that helped Saudi Arabia's Public Investment Fund prioritise more than US$60 billion in infrastructure investment. What twenty-five years of programmes across Singapore, the Gulf and South Asia taught me is the same lesson at every scale: you do not deploy a capability you cannot account for. As Chief AI and Innovation Officer at Meinhardt Group, I watched too many AI programmes get waved through on the strength of a demo, then quietly stall a year later because nobody could say who was accountable when the system got something wrong. This course exists because I built the Return on Employee framework after watching one too many business cases justify an AI investment purely by the headcount it would remove, and I could not square that with what I actually saw happen to the people still in the room afterward.”

    Terence Kok's signature
    Read Terence Kok's course foreword › Read the full profile ›
  • Veronica Loh

    Veronica Loh

    Co-Founder & Head, Operations · Managing Director & Chief Sustainability Officer

    “Every system in this course's case walkthrough, the vision line that checks pill packs for a foreign object, the robotic arms that replaced manual carton unboxing, the RFID kiosk that stopped a warehouse team from walking a floor with a clipboard, is one I have personally stood beside while it was being commissioned. I did not learn AI and robotics from a textbook. I learned it from twenty-six years of being the person still on site when a pilot either worked or didn't, and from watching what actually changes for a warehouse or a shop floor when it does.”

    Veronica Loh's signature
    Read Veronica Loh's course foreword › Read the full profile ›

Common questions

Before you enquire

  • Is this the same as the old two-day Masterclass?

    It is the direct successor to it, not a rename. The format is now one day instead of two, and Veronica Loh joins Terence Kok to add engineering-delivery credibility the original programme did not carry. The output is stronger for it: a governance checklist checked directly against a scoped, feasible delivery pilot.

  • Can we book just one of the two pillars instead of the full day?

    Yes. AI Governance & Board Readiness and AI & Robotics on the Factory Floor are both standalone half-day courses. This programme is for business owners who want both, checked against each other, in one day.

  • What if I've already tried a few AI tools and nothing changed?

    That's the most common starting point, not an exception. Tools bolted onto an unchanged business model rarely move the numbers. This programme starts from the governance question and the delivery question together, so whatever you leave with fits how your business actually operates.

  • What happens after the day, if we want the plan built?

    That's what the Consulting section is scoped for: the Governance & Assurance and Engineering & Delivery tracks pick up exactly where this programme's governed, feasible business case leaves off, at separate rates.

  • Is there a discount for sending more than one person, or booking more than one course?

    Yes. Organisations sending leadership through more than one course, or through a course and its integrated programme, get a combined rate rather than separate bookings. See the corporate and bulk enrolment section on the workshops page, or raise it directly in your enquiry.

  • What if I need to cancel, defer or a session is rescheduled?

    Full terms for individual, open-cohort and corporate in-house bookings, including deferral windows and what happens if Praxora Lab cancels a session, are set out in the refund and cancellation policy.

  • What happens after the session ends?

    Every cohort joins a standing network of practitioners and business leaders: ongoing networking events, fireside chats, and case study interviews with business owners and C-suite leaders on AI projects they've recently completed. The named facilitator also stays the point of contact for questions on applying what was covered.

This programme also cross-links directly to the Consulting section: its output, a governed and feasible business case, is exactly what the Governance & Assurance and Engineering & Delivery consulting tracks are scoped to build. See the Consulting section ›

Industry engagement

A network that keeps working after the workshop ends

Every cohort at Praxora Lab joins a standing network of practitioners and business leaders, not a one-off attendee list. Alumni are invited back for ongoing networking events, fireside chats with industry experts, and case study interviews with business owners and C-suite leaders on AI projects they have recently completed, a running view of what adoption actually looks like once the workshop room empties.

The learning experience

Three practitioners, one sequenced day, no teaching assistants

Every session is capped at a small cohort and taught in person by the practitioner who built it, not a teaching assistant working from someone else's slides. Participants work against one real team's own workflow rather than a generic case study, and leave with a draft they can put to use immediately.

For this full-day integrated programme, that holds across all three pillars: each block is led by the practitioner who owns that discipline, closing with a joint session that brings the day's three outputs together into one roadmap.

A named facilitator, not a support desk, stays the point of contact after the session for questions on applying what was covered.

Investment

Small cohort, on enquiry

One-day integrated programme

On enquiry

Per participant, max 16 participants

  • Certificate on completion: Certificate of Completion, Praxora Lab
  • Governance checklist
  • Scoped pilot brief
  • Governed, feasible AI business case
  • Corporate group rates available

Full cancellation, deferral and refund terms are set out in the refund and cancellation policy.

Enquire about upcoming dates
Dr. Jayarethanam Pillai

Before you go

Most of the AI failures I have reviewed did not happen because governance or delivery was missing, they happened in the gap between two teams who never checked their assumptions against the same process. This programme is built for a business owner who cannot spare two people for two separate specialist sessions and still needs both checks done properly. Terence and Veronica are not filing separate reports for someone else to reconcile later; they test the governance checklist against the delivery pilot for the same real process, in the same room, before either leaves the day. I would rather one honest day produce a business case that actually holds together than two well-intentioned documents that were never read side by side.

Signature, Jayarethanam Pillai