Training
The people stay after the consultant leaves.
Leadership teams and the people who do the work, taught to use AI inside the day they already have, and taught the agile and product habits underneath it. Nobody watches slides. Every group works on its own backlog and on decisions it has to make anyway. By the end they know which of these tools earns its place and which should not be trusted yet.
The programmes
Three groups, and they are not the same people.
Literacy under the ActBy role · a cohort inside the company The EU AI Act lays the AI literacy duty on everyone who puts an AI system on the market or uses one, and the training runs by role, because a lawyer and a developer do not need the same afternoon.
- What the text asks for, and exactly who it asks it of
- What a model can and cannot do, shown live rather than described
- How far company data travels once it is typed into one
- Who inside the organisation answers when something goes wrong
The language is English or Bulgarian, whichever the group prefers.
Afterwards there is a record of who sat through what, in a form an auditor can hold.
A session for the leadershipHalf a day · at board level Half a day with the people who decide. You leave with priorities, ranked, and an honest list of what the company is not ready for yet.
- Where the technology is already moving money in your own trade
- Which three pieces of work deserve to go first
- What it will cost, and what will break along the way
- How success gets judged, instead of argued about by feel
Who it is for: an owner, a board, a leadership team.
What follows is your call, and nobody here will come after you for the next piece of work.
Practice for the teamsBy team · in the room or remote Agile practice, product work and AI inside the team’s ordinary week. The training runs on the tickets already sitting on the board.
- Sprints or flow, whichever one actually suits the work
- How to write a ticket that does not come back three times
- The AI assistant inside the editor and inside code review
- Measuring flow instead of measuring how busy everyone looks
The certifications behind this teaching belong to the person who runs it.
The duty
The clock is already running.
What the duty wants is people around a system who understand what it does, where it gets things wrong and who answers for that. That understanding is what the first programme leaves behind, and it leaves it in writing.
Plainly
What we do not promise.
- We issue no certificates. The training is not accredited and it ends with no document that carries weight in front of a third party. What it leaves is a record for the file, naming who sat through what and when, which is the thing an auditor asks to see.
- We do not count heads trained. That number says nothing about whether the work changed, and the work is the reason anyone pays for this.
- We publish no speed-up figure. Anyone who tells you how much faster your team will get, before having seen it, made the number up.
Onward
What usually comes after a group.
Training puts the people in order. The work that follows does the same for the systems. The digital and AI line is where the conversation carries on most often, and it runs on the same method as everything else here.
A cohort carries a fixed price, and a leadership day carries one too. The shapes of engagement are no different from the ones the rest of the work uses. Describe the group in a line to hello@kirilov.studio and the band comes back in writing.
The beginning
Start with one group.
Tell us how many people, which roles they hold and what they are up against today, and the programme gets built from that rather than from a catalogue.