Voting

We have focussed on our AI mission being transparent and accelerating the programme safely. We work on the ethos of value-led and basing our approach on solving real problems that will help our citizens and colleagues. We use a ‘test and learn’ approach through rapid tech prototyping and iteration. We work with colleagues on the front line to co-develop solutions and have developed a culture of innovation across the business.

We are always responsible and transparent, and in time we will publish our AI code base to the public to ensure transparency. We also have building and sharing components in mind, so tools that we build can be reused across Government.

While working in an ethical and safe way, we are also delivering results at high speed. Our first Gen-AI projects went from preparing a business plan to the delivery of six proof-of-concept projects in a matter of months.

I truly believe AI is a transformative enabler of new and better experiences across every industry and every aspect of our lives. However, in a rush to implement AI, organisations are increasingly spending untold time and money building "AI for AI's sake" instead of using it to solve a core customer problem. I am on a mission to change this. Responsible AI shouldn't be a tickbox at the end of the process; responsible, ethical AI is a competitive advantage that helps us build better products, do better by our customers, and be better for the business's bottom line. Through my talks, writing, and consulting, I am showing organisations of all sizes that responsible AI is a competitive advantage, and one Scotland and the UK as a whole is uniquely positioned to capitalise on.

AI is the buzzword of the decade, capturing the imaginations of technologists and the public alike. However, AI isn't new; it has evolved over decades of research and development. In order to maximize the benefits of machine learning and AI as technologies for the public good, it is imperative that people understand both the potential and the risks associated with these innovations.
The notion of AI as a blackbox is neither productive nor sustainable. My core proposition is to educate people about the capabilities and limitations of AI, emphasizing the importance of the underlying data that powers these systems. This educational endeavor will involve demystifying AI, elucidating on what it can and cannot do, and highlighting the critical role of data quality and integrity in achieving reliable AI outcomes.
Moreover, leveraging existing technological expertise, we can demonstrate the art of the possible with AI. By showcasing practical applications and tangible benefits, we aim to build public trust and foster a deeper understanding of AI's potential to contribute positively to society. This approach will empower individuals and communities to make informed decisions and embrace AI-driven solutions with confidence and awareness.

The Defence Data Research Centre is part of the UK Government’s Defence AI Strategy and Defence AI Centre. The DDRC operates as a consortium led by Zena Wood at the University of Exeter and includes the Universities of Liverpool, and Surrey and the Digital Catapult. DDRC brings together expertise in data science, computer science, cyber, social science and business. My objective is to help MOD overcome its technical, cultural, and behavioural barriers to the use of data within AI and Data Science. This is achieved by delivering practical insights to advance the use of data for Artificial Intelligence applications; investigating data-driven decision making within a defence context; and exploring how solutions and mitigations developed by the Centre could be applied elsewhere to benefit the wider UK economy. DDRC activity focuses on four areas (research, problem solving, community building and impact acceleration), all of which are seen as equally important.

My core proposition is to do everything I can to support evidence based policy and tech enabled delivery in public service. The primary impact has been in 1) attracting, hiring and promoting phenomenal talent 2) delivering extremely high quality data and AI products, quickly and well, especially in high impact policy areas or in times of crisis 3) intervening in tech procurement to ensure we are procuring the right solutions that also offer value for money 4) providing free training and upskilling to thousands of people 5) engaging a wide range of civil service colleagues through shared voluntary endeavour, especially big government hackathons 6) training and guiding senior civil servants and political colleagues in how to effectively work with data and evidence to make better decisions 7) building strong brands to draw people together under a banner of Data and AI for the Public Good.

Evidence House: https://www.linkedin.com/company/evidence-house/
Incubator for AI: https://www.linkedin.com/company/100365443/

I grew up not seeing user-centred design jobs in Wales and felt I had to move to England to start my career. My ambition is to make Wales an exemplar country for user-centred design in the public sector and to prepare the workforce for this to happen.

Through my work I aim to make the Welsh public sector an exciting, mature, inspiring place to do user-centred design work to ultimately improve citizens' lives.

I challenge the siloed, traditional waterfall approach of delivering digital work and encourage collaboration, constructive challenge and authenticity in my work. I believe in using creativity to inspire our efforts; coming from a design background I use my design thinking skills to bring stakeholders together to run ideation workshops, design critiques and team collaboration sessions. I believe working in this way is attracting talented people into our profession to make much needed digital transformation in Wales.

My core proposition is centered around harnessing digital technology to enhance our staff and patient experiences. Passionate about technological advancements, I thrive in autonomous roles where I can guide Senior Project staff, ensuring their projects align with strategic goals and making data-driven decisions. At 26, I bring fresh, innovative ideas to the table, contributing to meetings and suggesting process improvements. I've successfully introduced new communication methods for digital change and programme updates, demonstrating my commitment to effective organisational change. My leadership style is defined by empathy, kindness, and honesty, fostering an environment where staff feel understood and motivated. I am dedicated to their growth by aligning annual goals with their development. My confidence has grown significantly, enabling me to present confidently at various meetings and forums. I excel in delegating tasks with clarity, ensuring that projects are completed thoroughly from start to finish.

Imagine a team of experienced professionals, their invaluable knowledge isn't documented -it's tacit, locked away in their minds. Daily inefficiencies arise from searching for information, tracking down experts, or sifting through outdated documents, massively impacting productivity. Challenges extend through on-boarding, team scaling, and knowledge-retention when someone leaves.

80% of organisational knowledge is trapped in people's minds. Knowledge-workers spend at least a fifth of their time searching for information within their business, absorbing 26% of salaries. Outdated and inaccessible information is costing the UK economy a staggering £25B yearly, with many existing knowledge sources considered "useless", according to new research.

Existing tools like wikis, file-sharing platforms, and chat apps fall short. Enter TeamBrain, a game-changing solution designed to capture, curate, and make team knowledge easily accessible. It enhances productivity and innovation, initially benefiting Product and Software Teams. TeamBrain promises to transform how teams manage and leverage their collective-wisdom, doubling/tripling productivity.

BERRI is a sophisticated digital tool which assesses a child’s psychological and neurodevelopmental needs, and provides individualised smart reports containing bespoke advice for caregivers, informed by the expertise of clinical psychologists. The is huge unmet need when it comes to mental health and neurodiversity, and limited clinical resources to meet that need. Using the BERRI digital tools can help parents and carers to support children to be happier and feel better understood in their lives. This will cause ripples of positive change through the generations, changing the world for the better.

Digital Skills Hub was established in August 2023 to address digital exclusion in the Boscombe-Bournemouth community. My aim is to ensure that digital skills—ranging from basic to advanced—are freely available and easily accessible. Through a variety of courses, drop-ins, events, and workshops, I support both individuals and businesses in enhancing their digital literacy.

The Hub’s mission is to boost productivity, economic growth, and digital engagement in the area. By offering services like employment support, business learning, and specialised workshops, we help residents and businesses become more digitally empowered. I actively collaborate with local organisations across multiple sectors, driving digital transformation and ensuring our community stays future-focused.

My goal is to make a lifelong positive impact by providing a safe, welcoming space for learning and growth, enabling everyone to succeed in the digital age.