For teams

Organisations usually arrive with a tool already chosen, or with a request to train everyone on AI. We start one step earlier: which parts of the week are worth changing, who will actually sit in the room, and what “done” looks like after the sittings end.

Organisations

Work that already exists, then a format that fits it

Aiacademysg opened in 2026 to teach working adults in small rooms. When a team asks us in, we treat the request as a diagnostic first. We want to know which tasks repeat, where time leaks, and whether a public assistant, a transcription tool, or a simple checklist would even help.

That conversation is usually twenty to forty minutes with the person who owns the work, not only the person who holds the budget. We then write back in plain language: what we would teach, what we would leave alone, and which of three formats matches the group. Sometimes the honest answer is that a course is premature and two hours of tool setup would serve you better.

Public programmes remain open to individuals. Team work is scoped separately so the examples, sitting times, and data rules belong to your organisation. How we teach is the same in both cases; the method is described on our approach page.

Formats

Three formats

We keep the menu short on purpose. If a brief does not fit one of these, we say so rather than invent a fourth product on the call.

Half-day clinic

A single sitting of about three and a half hours with one intact team of eight to fourteen people. We map two or three recurring tasks, practise a reusable prompt pattern for each, and leave a short verification checklist. This suits a group that already knows the work and needs a shared method before anyone buys more licences.

You leave with a one-page write-up of the tasks we covered and the templates used in the room. There is no follow-on homework unless you ask for it in the scope.

Six-week cohort

Weekly sittings, typically 2.5 hours on a weekday evening or a Saturday morning, for the same eight to fourteen people. Each week ends with an artefact the participant can use the following Monday: a prompt library row, a checking sequence, or a small automation that does not require an engineer.

Between sittings we ask for a modest piece of practice on live work, with rules about what may not be pasted into a public model. A short call at six weeks after the last sitting is part of this format.

Advisory retainer

A monthly conversation after a clinic or cohort, usually sixty to ninety minutes, for the manager and two or three practitioners. We review what has stuck, what has been quietly dropped, and whether a process change would help more than another tool.

This is not unlimited support and it is not an implementation desk. We cap the number of retainers we hold at once so the same people who taught the room are the people on the call.

Scoping

Scoping in four steps

We do not send a brochure and a price on the first email. The sequence below is how most organisational work starts. If you already have a written brief, we still walk through it aloud; documents hide the parts of the week that actually hurt.

1

A conversation with the person who owns the work

We ask what a normal week looks like, which tasks repeat, which tools are already licensed, and who would sit in the room. Policy constraints belong in this call, including what must never leave the organisation. We do not need a slide deck.

2

A short written scope

Within two working days we send a page: the tasks we would address, the tasks we would leave, the format we recommend, and the data rules for class. If we think a course is the wrong spend, the page says that.

3

A proposed sitting plan

Dates, group size, location (our room in one-north or yours), and what people should bring. Evening and Saturday sittings are the usual pattern because the people who do the work are rarely free at 10:00 on a Tuesday.

4

Agreement on data and the room

We confirm what examples may be used, how we handle guest accounts, and whether the room has tables, a screen, and a network that will carry fourteen laptops. Only then do we quote a fee. The quote depends on format and group size; we do not publish a catalogue price.

Outline

A sample six-week outline

This is a starting shape for operations and admin teams. We rewrite it after the scoping call. Public-sector groups often need more time on what may be pasted into a public assistant; a founder-led SME often needs more time on choosing a tool only after the task is written down.

Week 1

Map the week. Each person names two recurring tasks and where time actually goes. We separate “needs a better process” from “might be helped by a model”. The artefact is a shared task list with owners.

Week 2

Write a prompt you can reuse next month. We treat one-off clever wording as a problem, not a skill. The artefact is a short template with inputs, constraints, and a place to record what the model got wrong.

Week 3

Check the output. We practise a verification order: claims that need a source, numbers that need a second pair of eyes, and tone that still has to sound like your organisation. The artefact is a checklist taped to the task, not a poster on the wall.

Week 4

Choose between a tool and a process fix. Licences already bought are allowed in the room; we still ask whether the task was described before the purchase. The artefact is a go / no-go note for one workflow.

Week 5

Work with examples that are allowed. We talk through personal data, client files, and internal drafts in general terms for Singapore workplaces. The artefact is a “do not paste” list the team writes itself.

Week 6

Pack what will be used on Monday: the templates, the checking sequence, and who will keep the library tidy. We book the six-week follow-up call before people leave the room.

Open programmes such as AI for Operations and Admin Teams follow a similar spine. If a mixed public cohort would serve you better than a closed room, we will say so on the scoping page and point you to programme details.

Delivery

Where we sit, and what the room needs

We teach in our campus room at 1 Fusionopolis Place, Galaxis, in one-north, or we come to your office. The group is eight to fourteen. Smaller than eight and the conversation thins; larger than fourteen and we cannot see whether people are actually practising.

The room should have tables, not a lecture rake, a screen everyone can read, and a network that will carry fourteen laptops without a booking form. Each person brings a machine they already use for work and an account on the assistant we agreed in the scope. We do not ask you to buy a new platform for the first sitting.

Evening sittings usually run 18:45–21:15. Saturday mornings run 09:30–12:00. We can split a clinic across two shorter blocks if your site cannot hold people for a half day. Parking and MRT notes for our room are on the contact page; one-north (CC23) is about four minutes on foot.

After the work

What we report back

At the end of a clinic or cohort we send a short note to the person who commissioned the work. It records what the group practised, where people hesitated, and what we suggest they keep using for the next six weeks. It is written so a manager who was not in the room can still brief a colleague.

We do not attach scores, league tables, or claims about time saved. Those numbers belong to you, and we would not know them honestly from a handful of sittings. If gaps remain, the note says so, including when the gap is a process problem rather than a training one.

Questions that come up before you write to us, including group size, missed sittings, and whether two colleagues may share a place, are answered on the FAQ. Guidance notes on verification, reusable prompts, and vendor claims sit on resources.

Talk to us before you book a room

Write once and we will tell you whether a clinic, a cohort, or a quieter piece of advice is the better next step. We reply from hello@aiacademysg.com within one working day. Consultations: Mon–Fri 09:30–18:30 · Sat 10:00–14:00 by appointment · Sun closed.

+65 6890 3157 · hello@aiacademysg.com

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