BridgeAI Independent Scientific Advisors: Reflections on the first 100 days

As I wrap up my first 100 days as an Independent Scientific Advisor (ISA) for the BridgeAI programme, I have been reflecting on what has made this experience so rewarding, both professionally and personally.

Over the years, I have advised various organisations on AI, and as co-founder of an AI cybersecurity spinout from the University of Manchester, I know the excitement and challenges of scaling innovation in a fast-moving space. That is why being part of BridgeAI has felt so uniquely meaningful: I now get to support like-minded founders and innovators, but from the other side of the table, offering neutral, ecosystem-level guidance.

Why the ISA role stands apart

This neutrality is exactly what sets the ISA role apart. Unlike commercial advisory work, here I am helping shape how public funding supports responsible, effective AI across sectors. The focus is on long-term value, trustworthiness, and inclusivity, ensuring SMEs across the UK can access world-class support as they explore and adopt AI.

Working directly with innovators

There have been many highlights in these early months. As part of my role as an ISA, I have been actively supporting organisations at various stages of their AI journey. For one organisation with no prior AI expertise, I have been supporting the recruitment of an AI Engineer, collaborating with them to tackle a specific technical challenge. In addition, I have assisted several founders in shaping and implementing practical AI roadmaps aligned with their business goals. Where appropriate, teams have been introduced to my network of investors to support their growth, and organisations have been connected with academics who bring specialised engineering expertise to strengthen joint funding applications. Currently, a tailored AI upskilling workshop is being planned to help one organisation build in-house capability and confidence in using AI responsibly.

My involvement with the BridgeAI AI and Cybersecurity Webinar

Another standout moment was contributing as a speaker to an AI and Cybersecurity webinar, where I engaged with researchers, entrepreneurs, and policymakers on one of the most pressing and fast-evolving areas of AI application. These kinds of activities reflect what makes BridgeAI so valuable, bringing people together across disciplines and sectors to build real, responsible impact.

Conclusion

What has also struck me is how thoughtful and pragmatic the SME community is. There is a real hunger for innovation, yes, but it is grounded in practical concerns: data readiness, user trust, implementation realities. It is encouraging to see founders and teams not just chasing the latest AI trends, but asking serious questions about responsible deployment.

This role has reinforced a key belief of mine: responsible AI is not a constraint, it is an accelerator. When SMEs embed fairness, transparency, and accountability into their tech from day one, they build trust, resilience, and a stronger case for scaling.

Looking ahead, I am excited to keep contributing to BridgeAI’s mission, supporting future funding calls, helping shape responsible innovation pathways, and continuing to champion the potential of UK SMEs to lead on the global AI stage.

My first 100 days as an ISA for the Innovate UK BridgeAI programme have been both stimulating and fulfilling. The role has offered a unique opportunity to engage directly with UK SMEs, supporting them as they navigate the complex landscape of AI adoption.

During this time, I have had the privilege of advising a diverse range of organisations, some just beginning to explore AI, and others seeking to enhance or scale their existing capabilities. It has been inspiring to witness the ambition and innovation within the UK’s SME community. Many are not merely adopting AI for operational efficiency, but are leveraging it to address specific sector challenges and drive broader societal impact.

My academic background in statistics and data science has enabled me to help SMEs think critically about data quality, ethical design, and model robustness. A recurring theme in these sessions has been uncertainty, around data readiness, integration into existing systems, and long-term sustainability. I have found that guiding organisations to develop clear data strategies and align AI solutions with their business goals can be transformative.

These engagements have also broadened my own perspective. They have reinforced the importance of effective communication, translating complex concepts into practical insights for non-specialist audiences. I have also gained deeper insight into the real-world barriers that SMEs face, from skills gaps and resource constraints to navigating evolving standards and regulations.

Conclusion

One of the most valuable aspects of this experience has been witnessing the power of cross-sector collaboration. AI implementation is rarely a purely technical exercise; it requires thoughtful alignment with business strategy, user needs, and societal values. BridgeAI’s joined-up approach linking researchers, SMEs, and innovation support bodies demonstrates the impact of co-creating solutions in a trusted and agile environment.
Looking ahead, I am excited to continue working with SMEs to support responsible, effective AI adoption. The BridgeAI programme plays a crucial role in democratising AI knowledge and building national capability. These first 100 days have reaffirmed my belief that meaningful innovation arises when academic expertise meets real-world ambition and I am proud to contribute to this shared mission.

The term ‘first 100 days’ is typically associated with political leaders, such as presidents or prime ministers. This period often signifies the conclusion of the initial phase of leadership and provides an opportunity to assess what progress has been achieved and whether commitments are beginning to materialise.

This period has been exciting and challenging allowing me to connect with real-world problems. To keep things brief, I’m going to skip over the technical details.

What was promised?

The Alan Turing Institute promises were clear: deliver enough industry clients to keep us Independent Scientific Advisers (ISAs) busy. They certainly delivered! I have had more engagement with industry in these few months than at any other point in my academic career.
From the ISA side, the promise was more ambitious: to bring AI to every SME that asked for it. To solve problems, to unstick processes, and to inject cutting-edge methods into the heart of industry. The reality, though, has been more prosaic. Most businesses aren’t ready for state-of-the-art AI. The real needs are more basic, such as how can we address fears about privacy and security of client data?

But this doesn’t mean that the ISA can’t make an impact. AI, and Generative AI in particular, holds real promise to improve processes and the working lives of many knowledge workers. For many, though, that promise is still just that a promise. Figuring out how to make the best use of AI is a journey that many have only just begun.

It’s not consultancy

Assuming the role of an ISA is fundamentally distinct from traditional consultancy. Rather than simply diagnosing a client’s issue and applying a technical fix, the role aligns more closely with that of a coach, one who fosters genuine transformation. Achieving meaningful and lasting change requires more than delivering a well-crafted report; it demands ongoing commitment, collaborative effort, and a dedication to learning. Facilitating new skills and supporting continuous development are at the core of this position, ensuring that impact is both substantial and enduring.

Is it technical?

Does the coach need a PhD? What is the value of technical depth? Sometimes, it’s important to know when not to apply a highly technical approach. However, coming from a position of deep understanding is also helpful. AI is having its “medical degree” moment, when it transitions from something that any snake oil salesman can do to something that is understood to require proper training and experience.

Conclusion

Ultimately, evaluating the success of my initial 100 days as a BridgeAI ISA requires the perspective that only time can provide. However, I have adopted a pragmatic, immediate approach: Am I continuing to learn and to develop my skills? By this measure, the experience has been exceptionally rewarding thus far.