Being good at prompting an LLM and being an AI leader inside a company are two completely different skills. Plenty of people can get ChatGPT or Copilot to draft a report. Far fewer can turn that individual skill into a pilot project, a governance framework, and a business case that survives contact with a skeptical CFO.
I recently worked through an AI Leadership course built around exactly that gap — moving from "I personally use AI well" to "I can lead an AI adoption effort." Along the way I answered a long list of scenario-based questions covering roadmap-building, business cases, change management, vendor selection, and governance. Instead of leaving those notes in a document, I've turned them into this guide.
Below you'll find a theory section that walks through every framework referenced in the questions — TQC, the Trend Evaluation Framework, the Value Pyramid, the Power/Interest Grid, the Change Resistance Framework, the Vendor Evaluation Framework, Team Readiness Levels, the Data Classification Protocol, and more — followed by the complete set of 29 practice questions with every option, the correct answer, and a short explanation of the reasoning.
Table of Contents
- Building Your AI Leadership Identity
- The AI Roadmap: Scanning the Horizon
- Building the Business Case
- Leading the Human Side of Change
- Governance, Risk, and Scope Control
- FAQ: 29 Practice Questions & Answers
1. Building Your AI Leadership Identity {#leadership-identity}
Categorize your toolkit by business function, not by brand
When you inventory the AI tools you personally use, it's tempting to list them by product name or by how much they cost. The strategically useful lens is different: group them by the core business function they perform — drafting, research, coding, image generation, data analysis. A brand-name list tells a story about your subscriptions. A function-based list tells a story about your capabilities, and it's the version that translates directly into a leadership narrative.
The four AI leadership capabilities
The course maps individual AI skills onto four broader leadership capabilities:
- Operational Optimizer — using AI to speed up and de-risk repetitive operational work (drafting reports, summarizing meetings, cleaning data).
- Strategic Analyst — using AI to synthesize information and support higher-level decision-making.
- Creative Catalyst — using AI to generate ideas, content, and novel approaches.
- Technical Specialist — using AI for deep technical implementation work.
A manager who uses an LLM to draft and refine monthly reports faster is a textbook example of the Operational Optimizer capability — the value is efficiency and time saved on an existing operational task, not new strategic insight or creative output.
Why reframe skills as "leadership capabilities" at all?
The point of relabeling "I'm fast with ChatGPT" as "I'm an Operational Optimizer" isn't vocabulary for its own sake. It's to connect an individual, tactical proficiency to a broader, strategic business impact — the language that gets you a seat in a roadmap conversation instead of just a compliment from a teammate.
2. The AI Roadmap: Scanning the Horizon {#ai-roadmap}
Before you can propose anything, you need a defensible way to evaluate which AI trends are worth your organization's attention — and which sources of information you can actually trust.
The Trend Evaluation Framework
This framework screens new AI trends against four criteria:
- Technical Maturity — is the technology reliable enough to use today?
- Business Relevance — does it actually solve a problem your organization has?
- Implementation Friction — how hard is it to adopt (specialist skills required, integration work, retraining)?
- Disruptive Potential — how much could it change the competitive landscape?
If a new technology would require a dedicated team of specialists just to stand it up, that's a flag against Implementation Friction, regardless of how mature or disruptive the underlying technology is.
Red Teaming your industry
The Industry Disruption Analysis exercise includes a "Red Team" portion, where you deliberately argue the other side: instead of confirming your own strategy, the Red Team's job is to identify how a competitor could weaponize a new AI trend against you. It's a stress test, not a pep talk.
Building a Personal Learning Network
Staying current on AI shouldn't mean reading whatever shows up in your feed. A Personal Learning Network is a deliberately diverse mix of "personas" — researchers, practitioners, venture capitalists, journalists — followed specifically to ensure a balanced and diverse range of strategic insights, rather than an echo chamber of one type of voice. When evaluating any individual source, it helps to ask three questions: Does it go beyond just announcing new technology to explain the "so what" for leaders? Is it data-driven, or mostly hype? And what's the author's actual vantage point — researcher, practitioner, investor, or journalist?
A Continuous Learning Plan formalizes this habit. Its purpose isn't to turn you into a model-builder or a social-media AI influencer — it's to maintain strategic awareness in a field that changes every few months.
The AI Roadmap: three pitfalls to avoid
The course frames roadmap-building around three common failure modes: chasing hype instead of business relevance, underestimating implementation friction, and skipping the "so what" analysis that turns a trend into an actual decision. Every framework in this section exists to catch one of those three mistakes before it costs you a pilot project.
3. Building the Business Case {#business-case}
The TQC framework: turning a pilot idea into a pitch
TQC stands for Time, Quality, and Cost — the three pillars used to evaluate the potential ROI of a proposed pilot project before you take it anywhere near leadership. Each pillar has its own KPIs: for the Quality pillar specifically, a metric like a Brand Voice Consistency Score is a natural fit, since it measures whether AI-assisted output still sounds like your organization rather than measuring hours saved (a Time KPI) or licensing spend (a Cost KPI).
Three elements every AI adoption proposal needs
A comprehensive proposal isn't a technical deep-dive and it isn't a blank check for experimentation. It needs exactly three things:
- A clear demonstration of business value and ROI
- A strategy for addressing team concerns and managing change
- The design for a focused, measurable pilot project
Notice what's missing on purpose: a plan to replace all manual work in six months, a request for the largest possible budget, and a deep technical explanation of the model's architecture. None of those build credibility with leadership — they undermine it.
The Value Pyramid: turning "time saved" into a number
Leadership doesn't fund vague enthusiasm. The Value Pyramid framework's most critical function is to translate abstract benefits — like "it saves time" or "it improves quality" — into a concrete financial value leadership can actually weigh against cost.
The Vendor Evaluation Framework: weighted scoring beats gut feeling
When comparing AI vendors, a weighted scoring model prevents you from picking the tool people simply like using over the tool that's actually defensible. In the version used here, Data Security and Privacy is weighted at 40% against User Experience at 15% — because data security failures represent critical organizational risk, while a clunky interface is an inconvenience. Under that weighting, a vendor with a near-perfect security score but a mediocre UX score will beat a vendor with great UX and weaker security, every time the math is run honestly.
Pitching the CFO in one slide
When you finally get a few minutes with a CFO, the winning move isn't a deep technical walkthrough or a visionary speech about AI's future — it's a single slide with a conservative ROI calculation and a short payback period. CFOs are pattern-matching against every other capital request on their desk; give them the same currency every other proposal uses.
Protecting pilot scope, and thinking past it
Once a pilot is running, an enthusiastic stakeholder (often a director) will inevitably suggest expanding its scope mid-flight. The disciplined response isn't to agree immediately, and it isn't to flatly refuse — it's to thank them, explain that the idea is out-of-scope for this pilot so the results stay clean, and log it as a strong candidate for the next phase.
That "next phase" needs somewhere to live, which is exactly why a pilot proposal should include a Long-Term Vision section: it shows leadership the pilot is a deliberate first step in a larger, scalable plan — not a one-off experiment with no follow-through.
4. Leading the Human Side of Change {#change-leadership}
Frameworks for tools and ROI are the easy half. The harder half is the people who have to actually change how they work.
The Power/Interest Grid
This classic stakeholder-mapping tool sorts people by how much power they have over your project and how much interest they take in it — and prescribes a different engagement strategy for each quadrant. A CFO with high power but low interest in the day-to-day pilot should be handled with a "Keep Satisfied" strategy: give them just enough visibility (like that one-slide ROI pitch) to stay comfortable, without demanding their ongoing attention.
The Change Resistance Framework and "Resistance Personas"
Not all resistance looks the same, and the framework gives you personas to diagnose it privately before you act. The classic case: a team member who agrees in every meeting that the AI pilot is a good idea, but never actually adopts the workflow, always citing being "too busy." The framework's read on this isn't laziness or sabotage — it's usually a fear of appearing incompetent with the new technology, dressed up as a scheduling problem. The mitigation isn't a stern conversation about career impact; it's demonstrating the tool's value by solving one of their immediate, real problems, so competence with the tool stops feeling like a public risk.
Both the Power/Interest Grid and the Change Resistance Framework share the same underlying purpose: privately analyzing the political and emotional landscape of your organization so you can build a resilient rollout strategy — not to produce a formal report, and not to build an HR case file.
The Peer Capability Assessment: turning skeptics into quality control
A team "Skeptic" doesn't need to be sidelined or sent to more training. The Peer Capability Assessment framework's move is smarter: make the skeptic responsible for quality control and human validation of AI output. Their instinct to doubt becomes the exact skill the pilot needs, instead of friction against it.
This is the same instinct you should bring to a respected colleague who raises a genuine concern about AI lowering quality. Don't try to win the argument or rush past the objection — the goal is to validate the concern and reframe their role as the essential human guardian of quality. You need that person, not a workaround for them.
Team Readiness Levels
Different teams — or different people on the same team — sit at different readiness levels for AI adoption. When a team's dominant level is "Hesitant," the leadership focus should be on building psychological safety, addressing concerns directly, and demonstrating quick wins — not on heavy governance (that's for more confident, faster-moving teams) and not on throwing them straight into leading the pilot.
5. Governance, Risk, and Scope Control {#governance-risk}
Why build a governance framework at all
A comprehensive AI governance framework isn't red tape for its own sake, and it isn't there to intimidate non-technical staff. Its primary strategic purpose is to build a scalable, professional capability that ensures AI is used safely, effectively, and consistently as adoption grows past a single pilot.
The Data Classification Protocol
When an employee needs AI to summarize an internal document that references something sensitive — like an unreleased product name — the correct move under a Data Classification Protocol isn't to trust an "enterprise-grade" label blindly, and it isn't to avoid AI entirely. It's to anonymize the document, replacing the sensitive detail with a generic placeholder, before it ever goes into the tool.
Responsible AI Principles: who's actually accountable
No matter how good the draft an AI model produces, the model is never the accountable party. Under Responsible AI Principles, the human expert who reviewed, edited, and approved the final content is the accountable author of anything published externally — not the AI, not the AI Champion by virtue of leading the pilot, and not "the team" as a diffuse collective.
Why a Risk Assessment section belongs in every proposal
Including a detailed Risk Assessment isn't an admission that the pilot is likely to fail, and it's not just a box to tick on a template. It exists to build credibility with leadership by demonstrating foresight — showing you've already thought through what could go wrong and have a proactive plan, rather than leaving leadership to wonder.
The Risk Response Protocol: contain first
When something does go wrong — say, an AI-assisted blog post publishes an error — the Risk Response Protocol's first move is not to document it, not to escalate straight to a director, and not to schedule a retrospective. The immediate first action is containment: in that example, un-publishing the post to take it offline before anything else happens. Documentation, escalation, and root-cause review all matter — just after the bleeding has stopped.
The Go/No-Go Decision Gate
Building a formal decision gate at the mid-point of a pilot timeline isn't a scheduling nicety. It demonstrates responsible stewardship by creating a formal off-ramp if the pilot isn't hitting its KPIs — a structured way to stop early instead of quietly limping toward a predetermined finish line regardless of the data.
FAQ: 29 Practice Questions & Answers {#faq}
Here's the full set of scenario-based questions from the course, with every answer option, the correct choice, and a short explanation of the reasoning — grouped by topic.
Building Your AI Leadership Identity
Q1: When inventorying a personal AI toolkit, what is the most strategically useful way to categorize the tools?
- By their brand name and subscription cost
- By their core business function ✅
- By the date they were first used
- By their technical complexity
Why: Function-based categorization turns a list of subscriptions into a capabilities map — the version of the story that actually matters to leadership.
Q2: A manager has become highly proficient at using an LLM to quickly draft and refine monthly project reports, significantly reducing the time spent on this task. This skill connects most directly to which leadership capability?
- Creative Catalyst
- Strategic Analyst
- Operational Optimizer ✅
- Technical Specialist
Why: Speeding up an existing operational task with no new strategic insight or creative output is the definition of the Operational Optimizer capability.
Q3: The primary purpose of reframing your AI skills as "leadership capabilities" is to:
- Create a technical résumé for a more specialized role.
- Demonstrate your ability to use more AI tools than your peers.
- Connect your individual proficiency to a broader, strategic business impact. ✅
- Focus exclusively on your creative and innovative strengths.
Why: The reframe only matters if it links a personal skill to something the business cares about — impact, not tool count.
The AI Roadmap & Trend Evaluation
Q4: What is TQC framework primarily used to complete which critical step in roadmap development?
- Identifying the most frustrating team pain points
- Evaluating the potential ROI of a proposed pilot project ✅
- Selecting the most appropriate AI model for a task
- Analyzing the motivations of key project stakeholders
Why: TQC (Time, Quality, Cost) exists specifically to quantify a pilot's likely return before you pitch it.
Q5: A new AI technology would require a dedicated team of specialists to implement. According to the Trend Evaluation Framework, this primarily relates to which criterion?
- Technical Maturity
- Business Relevance
- Implementation Friction ✅
- Disruptive Potential
Why: Needing specialist headcount to stand something up is a friction cost, independent of how mature or disruptive the technology itself is.
Q6: The "Red Team" portion of the Industry Disruption Analysis exercise is designed to do what?
- To confirm the superiority of the company's current strategy
- To build a business case for acquiring a key competitor
- To identify how a competitor could leverage a new AI trend as a threat ✅
- To create a formal list of internal weaknesses for an HR report
Why: Red Teaming is an adversarial exercise aimed outward at competitive threat, not an internal performance review.
Q7: What is the primary strategic purpose of following a diverse mix of "personas" in a Personal Learning Network?
- To build a list of contacts for future career opportunities
- To ensure a balanced and diverse range of strategic insights ✅
- To gain early access to new and unreleased AI tools
- To find experts who can provide immediate technical support
Why: Diverse personas exist to prevent an echo chamber — the goal is balanced perspective, not networking or early access.
Q8: What is the ultimate purpose of creating a personal "Continuous Learning Plan"?
- To maintain strategic awareness in a rapidly changing field ✅
- To master the technical skills required to build AI models
- To build a personal brand as an AI expert on social media
- To justify the annual budget for new AI software tools
Why: The plan is about staying strategically current, not about becoming a model-builder or an influencer.
Building the Business Case
Q9: A comprehensive AI adoption proposal must address which three elements? (Choose three.)
- A clear demonstration of business value and ROI ✅
- A plan to replace all manual work within six months
- A strategy for addressing team concerns and managing change ✅
- The design for a focused and measurable pilot project ✅
- A request for the largest possible budget for experimentation
- A technical deep-dive into the AI's neural network architecture
- The selection of a consumer-grade tool for maximum ease of use
Why: Value/ROI, change management, and a focused pilot design cover the business, human, and execution dimensions leadership needs to see — the other options either overreach or miss the point entirely.
Q10: When building your value case, what is the most critical function of the "Value Pyramid" framework?
- To select the most user-friendly AI software for the team
- To identify all the potential risks that could derail the project
- To create a detailed training and communication campaign
- To translate abstract benefits like "time saved" into a concrete financial value ✅
Why: Leadership funds numbers, not adjectives — the Value Pyramid's job is converting "faster" and "better" into dollars.
Q11: Using the weighting from the framework (Security = 40%, UX = 15%), which vendor is the only defensible choice?
- Vendor A, because a great user experience is the most important factor for team adoption.
- Vendor B, because its perfect security score far outweighs its lower user experience score in the weighted calculation. ✅
- Both vendors are equally valid choices depending on the team's preference.
Why: Once you commit to a weighting, the math decides the outcome — a 40% category leader beats a 15% category leader every time the calculation is run honestly.
Q12: When using the Vendor Evaluation Framework, why is "Data Security and Privacy" weighted significantly higher than "User Experience"?
- IT departments always prioritize security over usability
- Data security failures represent critical organizational risks that must be prioritized over convenience features ✅
- To justify purchasing the most expensive tool available
- User experience is irrelevant for business tools
Why: The weighting reflects consequence, not habit or budget — a security failure is a business-ending event; a clunky interface is an inconvenience.
Q13: You are preparing for a brief meeting with the CFO to get their initial buy-in for your pilot. Which approach is most likely to be successful?
- A detailed presentation on the technical features of the selected AI tool
- A comprehensive overview of your multi-phase change management plan
- A single slide showing a conservative ROI calculation and a short payback period ✅
- A visionary discussion about the long-term potential of AI to transform the company
Why: CFOs evaluate proposals in financial terms; a tight, conservative ROI slide speaks their language faster than vision or technical depth ever will.
Q14: [Content Review Question] A director suggests expanding your pilot's scope mid-flight. What's the best response?
- Agree immediately to the director's request, expanding the pilot's scope to include the new task and demonstrate a commitment to maximizing value.
- Agree to the director's idea in principle, but immediately request a 30-day timeline extension and additional resources to accommodate the expanded scope.
- Thank the director for the excellent idea, explain that it's out-of-scope for this pilot to keep the results clean, and log it as a top candidate for the next phase. ✅
- Disagree with the director's suggestion, explaining that the selected AI tool does not have the technical capabilities required for writing effective prospecting emails.
Why: This protects the integrity of the current pilot's data while still respecting the idea and the director — nothing valuable gets lost, it just gets sequenced correctly.
Q15: Why is it important to include a "Long-Term Vision" section in a pilot proposal?
- To make the proposal document meet a minimum page requirement
- To show the pilot is a strategic first step in a larger, scalable plan ✅
- To request the full budget for all future phases of the project at once
- To guarantee the project will continue regardless of the pilot's results
Why: The Long-Term Vision section exists to contextualize the pilot as phase one of something bigger, not to lock in future funding or guarantee an outcome.
Q16: According to the Team Readiness Levels framework, your team's dominant readiness level is "Hesitant." What should be your primary leadership focus?
- Channeling their energy through strong governance and establishing clear boundaries
- Building psychological safety, addressing concerns directly, and demonstrating quick wins ✅
- Providing clarity on the plan, demonstrating the tool's value, and offering comprehensive support
- Immediately assigning them to lead the pilot project to build their confidence
Why: A hesitant team needs trust-building and visible early wins before anything else — heavy governance or a leadership role would be the wrong prescription at this stage.
Leading the Human Side of Change
Q17: A team member agrees in meetings that the AI pilot is a good idea but consistently fails to adopt the new workflow, claiming they are "too busy." Your private mitigation plan for this "Resistance Persona" should focus on:
- Pairing them with an enthusiastic peer for informal coaching
- Emphasizing the negative career impact of failing to adapt
- Demonstrating the tool's value by solving one of their immediate problems ✅
- Enrolling them in a comprehensive training session to build their confidence
Why: "Too busy" is usually cover for a fear of looking incompetent; solving a real, immediate problem for them removes the risk without a confrontation.
Q18: You identify a team member who publicly agrees with your plan but consistently fails to adopt new AI workflows. The Change Resistance Framework suggests this is likely caused by:
- A desire to undermine your authority
- A fear of appearing incompetent with the new technology ✅
- A lack of interest in the project's success
- A belief that the old way of working is superior
Why: This is the framework's default diagnosis for the "agrees but doesn't adopt" pattern — competence anxiety, not sabotage or apathy.
Q19: The Power/Interest Grid and Change Resistance frameworks are primarily used for what purpose?
- Generating a formal change management report for the entire team
- Privately analyzing the political landscape to create a resilient strategy ✅
- Documenting team performance issues for a formal HR review
- Securing immediate executive approval for the project budget
Why: Both frameworks are private diagnostic tools for the leader — not documents meant for wide circulation or HR files.
Q20: You are engaging with your company's CFO, who has high power but low interest in your AI pilot. The Power/Interest Grid framework defines the correct engagement strategy as:
- Manage Closely
- Keep Satisfied ✅
- Keep Informed
- Monitor
Why: High power, low interest stakeholders get just enough visibility to stay comfortable — not the intensive management reserved for high-power, high-interest stakeholders.
Q21: The Peer Capability Assessment framework suggests engaging a "Skeptic" on your team by:
- Assigning them to a different, non-AI project to avoid conflict
- Providing them with detailed data on the project's potential ROI
- Making them responsible for quality control and human validation ✅
- Scheduling them for advanced technical training to build their skills
Why: A skeptic's instinct to question output is exactly the skill a pilot needs for quality control — better to channel it than sideline it.
Q22: When a respected team member raises a valid concern about AI's potential to lower quality, what is the primary strategic goal of your response?
- To win the argument by proving the AI is more capable than they think
- To end the conversation quickly to prevent skepticism from spreading
- To reassure them that their concerns, while noted, will not delay the project timeline
- To validate their concern and reframe their role as the essential human guardian of quality ✅
Why: Dismissing or rushing past a legitimate concern damages trust; validating it and giving the person a real role protects both the relationship and the pilot's quality.
Governance, Risk, and Scope Control
Q23: What is the primary strategic purpose of establishing a comprehensive governance framework for an AI pilot?
- To slow down the adoption process to ensure every detail is perfect.
- To build a scalable, professional capability that ensures AI is used safely, effectively, and consistently. ✅
- To create a complex set of rules that only the most technical team members can follow.
- To prove to leadership that the pilot is a high-risk initiative that requires strict oversight.
Why: Governance is meant to enable scale safely, not to slow things down or intimidate non-technical staff.
Q24: According to the Data Classification Protocol, an employee needs to use AI to summarize an internal document containing an unreleased product name. What is the correct action?
- Input the entire document because the tool is enterprise-grade
- Avoid using AI for any documents that are not public
- Anonymize the document by replacing the specific product name with a generic placeholder before inputting ✅
- Forward the document to the IT department and ask them to perform the task
Why: Anonymizing the sensitive detail lets the work get done without exposing confidential information, regardless of the tool's enterprise credentials.
Q25: According to the Responsible AI Principles, who is the ultimately accountable author for any content that is published externally?
- The AI model, because it generated the initial draft.
- The AI Champion, because they are the leader of the pilot.
- The entire team, as it is a collective responsibility.
- The human expert who reviewed, edited, and approved the final content. ✅
Why: Accountability sits with the human who signed off on the final version — AI-generated drafts don't carry authorship or accountability on their own.
Q26: In your AI adoption proposal, what is the most important reason to include a detailed "Risk Assessment" section?
- To prove to your team that the pilot is a high-risk initiative that might fail.
- To fulfill a standard requirement in the company's project proposal template.
- To build credibility with leadership by demonstrating foresight and showing you have a proactive plan for potential problems. ✅
- To create a comprehensive list of every possible thing that could go wrong, no matter how unlikely.
Why: A Risk Assessment signals preparedness to leadership — it's a credibility tool, not a confession of expected failure or an exhaustive worst-case catalogue.
Q27: According to the Risk Response Protocol, what is your immediate first action?
- Documenting the error thoroughly in the pilot's issue log
- Escalating the issue by immediately calling your Director to inform her
- Containing the problem by immediately un-publishing the blog post to take it offline ✅
- Scheduling a post-incident review meeting to understand the root cause
Why: Stop the damage first; documentation, escalation, and root-cause review are all real steps, but they come after containment, not before it.
Q28: What is the primary strategic benefit of including a "Go/No-Go Decision Gate" at the mid-point of a pilot timeline?
- It allows the team to take a break before the final push to complete the pilot
- It demonstrates responsible stewardship by creating a formal off-ramp if the pilot is not meeting KPIs ✅
- It provides an opportunity to add new, out-of-scope features requested by stakeholders
- It is a required checkpoint for the IT department to run a final security scan
Why: A decision gate is a built-in exit ramp tied to actual performance data — not a scope-creep opportunity or a routine IT checkpoint.
Q29: Which of the following is a primary KPI for the "Quality" pillar of the TQC framework?
- Hours saved per week
- Net Return on Investment (ROI)
- Brand Voice Consistency Score ✅
- Software licensing cost
Why: Hours saved and ROI belong to the Time and Cost pillars; a Brand Voice Consistency Score is a quality metric that measures whether AI-assisted output still sounds like the organization producing it.
Final Note
This FAQ-style guide is meant for managers, team leads, and aspiring "AI Champions" who are past the individual-productivity stage of AI adoption and are trying to lead a pilot, build a business case, or manage the human side of change inside a real organization. Every framework here — TQC, the Value Pyramid, the Power/Interest Grid, the Change Resistance Framework, Vendor Evaluation, and the various governance protocols — solves a specific, predictable failure point in that journey. Learn the framework once, and the next scenario you face won't feel like a pop quiz.
Related Articles
If you found this useful, these related guides go deeper on the AI fundamentals and prompting skills that sit underneath good AI leadership:
- AI Brainstorming Framework & CROSS Prompting Explained (32 Practice Q&A)
- The AI Four-Step EDA Methodology Explained for Beginners
- Generative AI MCQ Quiz for Beginners (With Answers & Explanations)
- Generative AI Fundamentals Explained for Beginners (With IT & Network Engineering Examples)
Frameworks like TQC and the Value Pyramid aren't really about AI — they're about giving yourself a repeatable way to turn a personal skill into an organizational capability. Start with the roadmap, build the business case, plan for the resistance you'll actually get, and put governance in place before you need it.
