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By regime · private and family companies

AI oversight for family and private company boards.

A private company board is the one with the least written obligation and the most at stake. There is no Provision 29 declaration to make and no regulator to satisfy. There is an owner, often in the room, whose capital is in the business and whose name is on it, and a set of capabilities the company took twenty years to build.

Rahim Hirji advises chief executives, boards and leadership teams, in person worldwide and online. He is an independent advisor on AI and human judgement, the author of SuperSkills (Kogan Page, 2026), and has run, grown, bought and advised businesses with AI in them. He also speaks, to senior rooms rather than conferences. He founded the skills platform EtonX, later acquired by Eton College, and led Quizlet’s international growth across more than 60 countries.

Published, broadcast and bylinedPublished by Kogan Page, part of Hachette UK  ·  On air with the BBC, 11 appearances across three months in 2026, including the World Service and Radio 5 Live  ·  Bylined in The Observer and The European Business Review  ·  The record

What your instrument says

Large private companies report against the Wates Principles, which are principles rather than provisions and ask the board to explain its approach rather than to declare an outcome. Many private boards use the Corporate Governance Code voluntarily as a reference point. Neither names AI.

The practical position is that nobody will ask. That is usually described as an advantage and it is the opposite: a listed board has a deadline that forces the work, and a private board has to decide to do it.

Rahim Hirji speaking with a microphone in front of a projected slide showing the SuperSkills Ladder
The SuperSkills Ladder, mid-session

What it does not answer

What the company would still be able to do if the systems stopped. In a business whose value is a capability rather than an asset, that is the valuation question, and drift rather than decision is currently answering it.

And who is being trained. The junior work that AI absorbs first is the work people used to learn on, so a company that automates it has not only saved cost; it has removed the route by which its next senior people were made. The missing rungs is the argument, and in a family business it arrives a generation early.

What you can establish before your next meeting

Which decisions machines are already making in the company’s name. Who can stop each one. How you would know if one went wrong. And what the company could still do unaided, which is the question an owner asks and a code does not.

If you are heading towards a sale or an external investor, one more: what would a buyer’s diligence find about the capability sitting behind the numbers? It is a cheaper question to answer now than in a data room.

Where this is the wrong call

I do not write AI risk registers, map controls against the EU AI Act, run conformity assessments, build governance frameworks or draft committee papers. Firms that do that work properly exist and several of them are very good. This is the question those exercises leave open: whether the people named in your framework could actually detect a wrong answer, whether anyone has ever overridden a system, and what the organisation could still do if it stopped.

Regulatory position last checked: September 2026. If you are reading this much later, check the dates before you rely on them.

Formats and logistics
The room
A board, a committee, or the executive team it holds to account
Formats
A ninety-minute briefing, a session or away day, a written view, or a non-voting advisory seat
Delivery
In person worldwide and online
What it is not
Compliance, a governance framework, or implementation
Based
London, travels worldwide
What the first conversation usually sounds like, in composite“Nobody is going to ask us. That is what worries me: the only person who will notice if we get this wrong is the one who owns it.”
Before you book

Questions a private company board asks.

No regulator requires this. Why do it?

Because the risk a private company carries is not regulatory. It is that the capability the business was built on quietly leaves, and that nobody is accountable for noticing. A listed board has a deadline that forces the work. A private board has to choose it.

Do the Wates Principles cover AI?

They do not name it. They ask a large private company’s board to explain its approach to governance, and an explanation that says nothing about the systems now making decisions in the company’s name is an incomplete one.

We are a family business with a small board.

That tends to make this easier rather than harder. Fewer people, faster decisions, and an owner who can say yes. The format most family boards use is a ninety-minute briefing inside a scheduled meeting, followed by a written view on one decision.

We are preparing for a sale.

Then the capability question is a valuation question, better asked by you than by a buyer. What the company can still do unaided, and where its next senior people come from, are both findable in diligence.

Family and private company boards

Tell me what the owner would want to know.

A reply within 24 hours, and a conversation before anything is proposed.

Enquire or email rahim@thesuperskills.com

The argument is at board oversight of AI, the twelve questions are at what a board should ask about AI, and the offer is at board advisory. The parent page for all of this is AI keynote speaker. Browse every topic, audience and region, or take the speaker pack to whoever is running the day. Every engagement delivered so far, with the dates checkable at each organiser, is at the speaking record.

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