The OLLiE Foundation

The OLLiE Foundation, a UK suicide prevention charity, wanted to understand how AI could support its work. The team was capable and positive about learning, with some members already experimenting. Experience varied, however, and introducing more tools needed care. Alongside the interest in AI were everyday questions about coordinating work, running useful meetings and turning priorities into a practical plan.

SIGNAL, KINTAL's AI readiness diagnostic, brought workflows, tools, culture and governance into the same conversation. The follow-up discussion made the operational needs more specific: how to keep meetings focused while giving people room to contribute, how to make decisions and how to connect day-to-day activity with longer-term goals.

That understanding changed the delivery plan. A proposed operational workshop became one-to-one leadership coaching. The format gave the operational lead space to work through live questions, while a separate applied AI session would help the wider team explore useful tasks together. The diagnostic informed both the subject matter and the way the support was provided.

The coaching focused on team meetings, operational structures and the approach to operational strategy. Practical recommendations and templates covered shared priorities, clear ownership, staff and volunteer handoffs, action and decision logs and a manageable rhythm of meetings and planning. These gave the charity concrete options to consider in its own working context.

The client response was specific. Before the AI workshop took place, the operational lead described the coaching as valuable and asked for more support. Further feedback confirmed another useful session on operational strategy. This gives the leadership work its own evidence of value, separate from the confidence measure collected during the AI training.

The 90-minute applied AI workshop used tasks the team recognised: volunteer communications, funding applications, trustee briefings and research for awareness content. Participants could explore how to ask for useful output, refine it and decide what needed checking. The OLLiE prompting framework provided a reference they could return to after the session.

Careful use was part of the exercises. Examples avoided identifying service-user information, statistics needed sources and human review remained the final step. Those practices made the session relevant to a charity's responsibilities as well as its workload.

Immediate feedback described the workshop as inclusive across different levels of understanding and experience. Team members independently reported finding it helpful, and the group shared its AI actions at its next team meeting. A follow-up session provided space to discuss what participants had tried and questions that remained.

The client's Google review describes the experience more broadly. It credits support tailored to the charity's circumstances, a people-first approach and a pace the team could manage. It also recognises stronger operational foundations and clearer thinking about the future, alongside training that made AI feel more approachable. This is the client's account of the experience, rather than an independently measured operational outcome.

The evidence so far shows support shaped by diagnosis, leadership coaching the client wanted to continue and an immediate improvement in workshop confidence. The next step is to establish what has lasted: which operational practices have changed, which AI uses remain useful and what still needs support. That update will make the longer-term outcome clearer.