Purpose & Mission
The Science Interactive Group AI Task Force exists to build a sustainable competitive advantage through responsible, measurable, and scalable adoption of artificial intelligence across all departments. This charter formalizes the Task Force’s mandate, structure, and operating principles, and serves as the foundation for company-wide AI training and governance.
This document is intended for all SIG employees and leaders. It defines how AI tools will be introduced, governed, and measured moving us from independent experimentation to coordinated, outcomes-driven deployment.
Vision
Unified data with an AI layer across Science Interactive Group — enabling every team to make faster, smarter decisions, eliminate high-volume manual work, and deliver an exceptional experience for our customers and internal stakeholders.
Contact Molly Algya with any questions on this charter or for more information on the Task Force
Charter Objectives
The AI Task Force is chartered to advance five core objectives:
1. Build Internal Capabilities - Systematically expand AI knowledge and usage across all departments through structured training, shared resources, and a cultures of experimentation
2. Improve EBIDTA - Identify, prioritize, and implement AI-driven initiatives with measurable impact on revenue, cost reduction, and operations efficiency.
3. Eliminate High-Volume Manual Work - Target repetitive, time-intensive processes across all functions for automation or AI-assisted execution.
4. Establish Governance & Responsible Use - Create and maintain clear policies around approved tools, data privacy, security, and ethical AI use.
5. Drive Visibility of Impact - Ensure projects, outcomes, and lessons learned are tracked and shared, so the entire organization benefits from individual team successes.
Task Force Structure & Roles
The AI Task Force is a cross-departmental team led by Operations. Membership is by departmental representation, not job level. The Task Force does not operate as a centralized IT or training function. It is a coordination, governance, and accountability body.
Core Responsibilities
- Own and maintain the company-wide AI governance model (tools, policies, access standards)
- Maintain a living project registry to track active AI initiatives across all departments
- Facilitate knowledge sharing between departments (not deliver training directly)
- Evaluate and recommend new AI tools for organizational approval
- Report on AI initiative progress and EBITDA impact to senior leadership quarterly
- Escalate governance concerns, misuse risks, or policy gaps to leadership
What the Task Force Does NOT Do
To maintain focus and avoid scope creep, the Task Force explicitly does not:
- Act as the company’s AI trainers or build/deliver all training content
- Function as a pure brainstorming group without accountability for outcomes
- Approve or veto individual departmental projects (departments retain autonomy)
- Replace IT’s role in tool procurement, security review, or infrastructure
Governance Framework
Effective governance ensures AI tools are used safely, consistently, and in alignment with SIG’s values and legal obligations. The framework below establishes the minimum standards for all AI activity at SIG.
| Tool | Status/Scope |
|---|---|
| Microsoft Copilot | Approved - M365 suite integration (Teams, Outlook, Word, Excel) |
| Claude (Anthropic) | Approved - General-purpose tasks, writing, analysis, documentation |
| Lovable | Approved - Vibe coding" platform that allows users to build functional web applications |
| Other / Third Party | Requires Task Force review and IT security approval before use |
| Unapproved Tools | Must not be used with SIG data; personal use outside work systems only |
Data Privacy & Security Standards
- Customer data (PII, contracts, billing records) must never be entered into any AI tool unless explicitly reviewed and approved by IT and Legal
- Internal confidential data (financial projections, personnel records, M&A activity) requires explicit approval before AI use
- Employees should use anonymized or synthetic data when testing AI workflows
- All AI-generated content that is published externally or used in customer communications must be reviewed by a human before release
- Violations of data handling standards should be reported immediately to the Task Force lead and IT
Project Visibility & Intake
All significant AI projects (defined as any initiative requiring more than 2 hours of setup or involving automation of a recurring process) must be registered in the AI Project Registry. This is not a gate. Teams do not need approval to start. Registration enables:
- Prevention of duplicate work across departments
- Identification of scaling opportunities
- Tracking of EBITDA impact for leadership reporting
- Sharing of what’s working (and what isn’t) company-wide
Responsible Use Principles
SIG’s use of AI will be guided by the following principles:
- Accuracy First: AI output must be verified before acting on it or sharing it externally
- Human in the Loop: High-stakes decisions (personnel, legal, financial) require human review and cannot be delegated entirely to AI
- Transparency: Employees should disclose when AI was materially used in work delivered to customers or partners
- Continuous Improvement: Mistakes or near-misses should be reported without fear, so the governance model can evolve
Company-Wide AI Training Plan
The goal of SIG’s AI training program is not to make everyone an AI expert. It is to ensure every employee has the baseline knowledge to use approved tools safely, and that each department has at least one person who can drive deeper adoption and share learnings with peers.
Training Tiers
Tier 1: All Employees (Baseline Awareness)
- What AI tools SIG uses and why
- What AI can and cannot do reliably
- Data privacy and responsible use rules
- How to register a project or ask for help
- Format: Self-paced onboarding module + attendance at one Lunch & Learn per quarter
Tier 2: Departmental Champion (Applied Proficiency)
- One designated AI Champion per department (identified by managers)
- Hands-on training on Copilot and Claude relevant to their team’s workflows
- Guidance on identifying automation opportunities and scoping projects
- Access to Task Force as a sounding board for ideas
- Responsible for facilitating peer learning within their department not formal training delivery
- Format: Monthly Task Force touchpoint + shared resource library access
Tier 3: Power Users & Builders (Advanced Capability)
- Employees actively building automations, flows, or AI-integrated processes
- Access to advanced resources: Power Automate, API integrations, prompt engineering guidance
- Expected to document and share what they build via the Project Registry
- May be called on to support other departments in replicating successful builds
- Format: Peer cohort sessions + Task Force project reviews as needed
Lunch & Learn Program — Evolved
Lunch & Learns remain the primary company-wide touchpoint but should evolve from introductory demos to outcome-focused showcases:
- Format shift: Move from “here’s what AI can do” to “here’s what [team] built and what it saved us”
- Frequency: Quarterly all-company sessions; monthly within departments led by Champions
- Guest spots: Invite departmental Champions to present real wins and lessons learned
- Archive: Record and post all sessions to the internal knowledge base for async access
Knowledge Base (ScreenSteps)
- Maintain a dedicated AI section with: approved tools list, data privacy guidelines, project registry link, how-to guides by role/tool, and an FAQ
- Champions are responsible for contributing department-specific tips and workflows
- Task Force reviews and updates content quarterly
How We’ll Measure Success
The Task Force will report on the following metrics quarterly to senior leadership:
| Metric | What It Measures |
|---|---|
| # Active registered projects | Breadth of AI adoption across departments |
| # Employees completing Tier 1 training | Baseline awareness coverage |
| # Departments with an active champion | Depth of departmental engagement |
| Estimated hours saved/month | Operational efficiency impact |
| EBIDTA contribution (estimated) | Financial impact of AI initiatives |
| # Goverrnance incidents or policy flags | Responsible use and risk posture |
| Qualitative: Champion and employee survey | Culture, confidence, and barriers to adoption |
A Note on Pace & Culture
AI adoption is not a sprint. The organizations that build lasting advantage are those that move thoughtfully, invest in their people, and treat early failures as learning opportunities rather than reasons to slow down.
Science Interactive Group has a strong foundation: leadership commitment, motivated employees already experimenting, and a cross-functional team willing to lead. This charter formalizes what has already begun and gives us the structure to go further, faster, and together.
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