Our Backstory

Two perspectives. One mission.

We founded AIM because we've seen the AI challenge from both sides: managing teams that use it daily, and understanding the deeper consequences of adopting powerful technologies without guardrails.

The Engineer

Managing AI in practice

As an engineer managing Gen Z professionals within a global consultancy, I've watched AI tools reshape how work gets produced. I remain accountable for every output my team delivers, but it's no longer realistic to verify every detail personally.

The trust challenge

I need to be able to trust the judgement of the professionals I work with, yet, through no fault of their own, that trust is becoming harder to establish with confidence. I am also increasingly aware that some AI use is happening without full visibility, as employees may feel uncertain about whether their use of these tools will be viewed positively.

Without clear guidance, this can lead to situations where AI is used in isolation, or where sensitive company information is unintentionally shared within publicly available tools.

The invisible risk

Employees may feel uncertain about whether using AI is encouraged, acceptable, or safe to disclose, leading some to under-report or conceal their use of these tools. Research suggests this behaviour is particularly pronounced among Gen Z professionals, with studies indicating that between 48% and 62% of younger employees hide their use of AI at work.

These behaviours are rarely driven by negligence; rather, they often reflect a lack of confidence, uncertainty about expectations, or concern about how AI use may be perceived.

"What keeps me awake at night is the possibility that an unnoticed error, or an avoidable misuse of these technologies, could expose the business, or even worse, an individual, to avoidable harm."

Co-founder, AIM

The Sociologist

Seeing the bigger picture

As a sociologist and corporate training designer, I've become increasingly concerned about AI's long-term impact on how people learn to think, question, and form independent judgement.

The social media lesson

We are already witnessing the consequences of introducing powerful technologies, such as social media, without fully understanding the guardrails required to support healthy adoption. Widespread use came before anyone appreciated the behavioural and developmental effects.

It is important that we learn from these experiences and apply those lessons to AI, where the scale and speed of impact may be even greater, and where habits formed today may shape how future generations approach problem-solving and decision-making.

The skills gap

As reliance on AI increases, there is a risk that individuals have fewer opportunities to develop the underlying knowledge and judgement needed to confidently challenge the outputs they receive. This creates a new type of "skills gap", where technological capability advances faster than human critical evaluation skills.

This capability gap is most pronounced amongst Gen Z, who are using generative AI at the highest rates. Many junior colleagues are highly capable, motivated, and academically strong, yet are increasingly relying on AI to produce work outputs before they have developed the real-world experience required to confidently interrogate those outputs.

"The AI train has already left the station. Deliberate effort will be required to keep it on the right track."

Co-founder, AIM

Why we founded AIM together

We believe there is both a professional and social responsibility to help current and future generations develop the skills to use AI safely and responsibly. Technological capability has to develop alongside human judgement. That's why we created AIM.

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