Speaking
Decision frameworks that work in the room on Monday: what to automate, what to govern, what to protect, and how to build an organisation that performs well because it has been deliberate about what it keeps human.
Signature topics
Boards and executive teams
The hardest question in AI adoption is not technological. It is knowing which parts of an organisation to deliberately protect from automation, and being able to articulate why. A practical decision framework for exactly that question.
Technology leadership
The constraint is rarely the technology. It is leadership’s ability to make and hold hard decisions under complexity, competing priorities, and premature pressure to declare success.
Leadership teams mid-programme
The roles, governance structures, decision rights, and operating rhythms that distinguish AI capability from AI veneer, and where the transition tends to stall.
Operations and people leaders
Work that can run without human attention runs autonomously, and human capacity is concentrated on the work that is uniquely, irreplaceably human. The frame and its practical implications.
Knowledge-intensive teams
Generic AI gives generic results. The architecture of persistent, operational knowledge systems, the investment required, and why that build step is the one that gets skipped.
CXO audiences
In periods of rapid technology change, resilience is a structural and leadership skill, developed deliberately rather than assumed as a trait.
Executives and technology leaders navigating real AI adoption choices, transformation teams who need to get the work done rather than describe it, and event organisers who want a room that is still thinking on the way home.
Peter Johnson brings more than 25 years of technology experience, including 15 in technology leadership at AMP and CBA. Microsoft certified in AI engineering, data science, and analytics; MBA in Sustainable Leadership, MGSM; degree in information and communication systems, Macquarie University; accredited Quantum Coach.
