Protecting the advantage your data represents.
AI programmes move fast, and data access decisions get made under that speed. The risk isn't always technical. In the rush for adoption it is essential to retain contorl of your data and intellectual property.
AI adoption that builds the client's position.
A board-relevant review of AI and platform arrangements, built to catch strategic exposure before it's contractually locked in, or gracefull risk reduction for a present, but unexploited opportunity.
What we look at: data access and ownership terms in AI and platform agreements; dependency and disintermediation risk; whether an engagement exposes data or IP to a vendor without sufficent safeguards, or whether in practice the exposure matches the intent.
Who this is for: boards, CIOs, Chief Data Officers, and General Counsel considering or renegotiating AI platform agreements, especially where a supplier has access to proprietary operational or customer data.
Why does this matter: You spend years building business value, you implement security safeguards and firewalls, then an employee uses AI to reformat a strategy document or analyse data via a cloud service, the information may leave the organisation’s direct control, making later use or redistribution harder to govern.
"AI programmes move fast. Strategic exposure moves faster."
Preventing loss of control over data
A financial services client was close to signing a supplier agreement that would have given the supplier data access sufficient to extract more value from the data than the organisation itself could. The arrangement was identified and restructured before signature.
Proof point for: data-control and AI-era strategic protection at board level.
A board-ready assessment
Independent analysis of data access terms, dependency risk, and strategic exposure, framed in language the board can act on, not technology language that requires translation.
What we examine
Data access and ownership terms
What the agreement gives the supplier, and what it takes away from you. Access permissions, training rights, data portability, and audit provisions.
Dependency and disintermediation risk
Whether the arrangement creates supplier dependency that makes exit costly or practically impossible, and whether a supplier could use your data to disintermediate you from your own customers.
Structural incentive alignment
Whether the commercial arrangement incentivises the supplier to act in your interest or its own, including whether the engagement model rewards the supplier for solving the problem or for continuing it.
Exit and alternative architecture
What a practical exit looks like, what it costs, how long it takes, and whether a hybrid or independent alternative architecture could deliver the same outcome at lower strategic risk.
Data sovereignty reviews are available as a standalone engagement or as part of a wider Discovery and Diagnose programme. Discuss your situation →