AI enablement
Most AI programs stall around week three. Not because the tools are wrong, but because nobody taught the people, and nobody asked them what they were afraid of. AI enablement is the first of four places AI has to land in a finance organization, and it is the one that decides whether the other three produce anything at all. We deliver it with AttestiFi, our partner.
Christian Trujillo of AttestiFi on why enablement is a management problem rather than an IT one, and the six skills that survive every model release. Recorded 1 September 2026, about 45 minutes.
Watch the replayThe third element
Think about AI in your company and you are picturing two things. Software you buy, and software your IT team builds. Both are funded. Both sit on a roadmap or a backlog. And your competitor can buy the identical thing tomorrow.
There is a third element, and almost nobody is working on it. It is what your people know and never wrote down. Taste. Context. Judgment. Interpretation. History. Risk appetite. It has no budget line, no owner and no ticket. It is the only one your competitor cannot copy, and it is also the only one that can be gone on Monday.
You already tried to capture it once. Your SOPs hold the steps. The reasoning never made it in.
The human element cannot be automated. It can only be augmented.
Friday, four o’clock
Cash is tight and forty-one invoices are due Monday. By one minute past four the software has scanned, coded and posted all forty-one, matched them three ways, scheduled the payment run and refreshed the aging report. Four things solved, and you bought every one of them.
Six questions are still standing, and every one of them is human.
- Which vendor do we never pay late, whatever happens?
- What is true this quarter that the system has no field for?
- Which of the forty-one gets paid, and which one waits?
- He wrote “no rush.” Did he mean it?
- Who gave us room last time, and who did we burn?
- Do we stretch everyone five days, or one vendor twenty?
No vendor packages those. No backlog ticket describes them. All six live in your people, and that is exactly what enablement is for.
Three fears, named out loud
Rollouts do not fail loudly. They go quiet. Someone attends the training, nods, and goes back to the spreadsheet that has never once let them down. Underneath that there are usually three fears, and a program that does not name them does not move anybody.
The program starts by saying them in the room, because the alternative is that everybody thinks them privately and nothing changes.
How the program runs
Eight weeks. One cohort of eight to ten people, drawn from the functions that actually carry the work. Ninety minutes a week, one to one, spent on that person’s own real work rather than a training dataset. Each participant comes out with three to five hardened use cases, documented well enough to survive the person who built them. Your sponsor gets a written green, yellow or red per person every week, so nothing is a surprise at the end.
And then it is attested
Enablement without evidence is a feeling. At the end, each participant has a record of what they can now do, and you have something you can put in front of a board rather than assert. That is the whole of the attestation piece, and it exists to make the enablement provable rather than to be a product of its own.
AttestiFi, our partner
We did not build this alone and we did not buy it off a shelf. AttestiFi is a joint venture we co-founded, and we founded it because we had the problem ourselves. Our own people were not moving fast enough. So we built the program, ran it inside SimpleFi first, and only then took it to customers.
That is the one claim on this page you can check. Ask us how it went.
Talk to us about a cohort The full program at attestifi.ai
Where this sits
Talk to us about a cohort
Tell us which team is stuck and we will tell you honestly whether a cohort is the right thing.