True story: I had to threaten Replit AI’s brain that I would report it’s clever but dumb suggestions to the AI police for lying.

I also told ChatGPT image creation department how deeply disappointed I was that it could not, after 24 hrs of iterations, render the same high-quality image twice without changing an item on the image or misspelling. All learnings and part of the journey.

We need to remain flexible and open to new tools and approaches, and simultaneously be laser focused. It’s a contradiction, but once you start down this road, you will understand. Experimentation is a must. But it’s also important to ignore the noise and constant hype and CAPS.

How our business’ tech stack evolves

A few years ago, we started with ChatGPT and a few spreadsheets. Today, our technology arsenal spans fifteen AI platforms, from Claude and Perplexity to specialised tools like RollHQ for project management and Synthesia for AI video materials. Yet the most important lesson we’ve learned isn’t about the technology itself. It’s about the critical space between human judgment and machine capability.

The data tells a compelling story about where business stands today: McKinsey reports that 72 percent of organizations have adopted AI for at least one business function, yet only one percent believe they’ve reached maturity in their implementation. Meanwhile, 90 percent of professionals using AI report working faster, with 80 percent saying it improves their work quality.

This gap between widespread adoption and true excellence defines the challenge facing every service organisation today, including our own.

Our journey began like many others, experimenting with generative AI for document drafting and research. We quickly discovered that quality was low and simply adding tools wasn’t enough. What mattered was creating a framework that put human expertise at the center while leveraging AI’s processing power. This led us to develop what we call our “human creating the loop” approach, an evolution beyond the traditional human-in-the-loop model. It has become more about AI-in-the-loop for us than the other way round.

The distinction matters.

Human-in-the-loop suggests people checking machine outputs. Human creating the loop means professionals actively designing how AI integrates into workflows, setting boundaries, and maintaining creative control. Every client deliverable, every strategic recommendation, every customer interaction flows through experienced consultants who understand context, nuance, and the subtleties that define quality service delivery.

Our evolving tech stack

Our technology portfolio has grown strategically, with each tool selected for specific capabilities.

Each undergoes regular evaluation against key metrics, with fact-checking accuracy being paramount. We’ve found that combining multiple tools for fact checking and verification, especially Perplexity’s cited sources with Claude’s analytical capabilities, dramatically improves reliability.

The professional services landscape particularly demonstrates why human judgment remains irreplaceable. AI can analyse patterns, generate reports, and flag potential issues instantly. But understanding whether a client concern requires immediate attention or strategic patience, whether to propose bold changes or incremental improvements; these decisions require wisdom that comes from experience, not algorithms.

That’s also leaving aside the constant habit of AI generalising, making things up and often blatantly lying.

For organisations beginning their AI journey, start with clear boundaries rather than broad adoption.

Investment in training will be crucial.

Research shows that 70 percent of AI implementation obstacles are people and process-related, not technical. Create internal champions who understand both the technology and your industry’s unique requirements.

Document what works and what doesn’t. Share learnings across teams. Address resistance directly by demonstrating how AI enhances rather than replaces human expertise.

The data supports this approach. Organisations with high AI-maturity report three times higher return on investment than those just beginning. But maturity doesn’t mean maximum automation. It means thoughtful integration that amplifies human capabilities.

Looking ahead, organisations that thrive will be those that view AI as an opportunity to elevate human creativity rather than replace it.

Alexander PR’s AI policy framework

Our approach to AI centres on human-led service delivery, as outlined in our core policy pillars:

1. Oversight: Human-Led PR

We use AI selectively to improve efficiency, accuracy, and impact. Every output is reviewed, adjusted, and approved by experienced APR consultants – our approach to AI centres on AI-in-the-loop assurance and adherence to APR’s professional standards.

2. Confidentiality

We treat client confidentiality and data security as paramount. No sensitive client information is ever entered into public or third-party AI platforms without explicit permission.

3. Transparency

We are upfront with clients and stakeholders about when, how, and why we use AI to support our human-led services. Where appropriate, this includes clearly disclosing the role AI plays in research, content development, and our range of communications outputs.

4. Objectivity

We regularly audit AI use to guard against bias and uphold fair, inclusive, and accurate communication. Outputs are verified against trusted sources to ensure factual integrity.

5. Compliance

We adhere to all applicable privacy laws, industry ethical standards, and our own company values. Our approach to AI governance is continuously updated as technology and regulation evolve.

6. Education

Our team stays up to date on emerging AI tools and risks. An internal working group regularly reviews best practices and ensures responsible and optimal use of evolving technologies.

This framework is a living document that adapts as technology and regulations evolve. The six pillars provide structure while allowing flexibility for innovation. We’ve learned transparency builds trust. Clients appreciate knowing when AI assists in their projects, understanding it means more human time for strategic thinking.

Most importantly, we’ve recognised our policy must balance innovation with responsibility. As new tools emerge and capabilities expand, we evaluate them against our core principle: does this enhance our ability to deliver exceptional service while maintaining the trust our clients place in us?

The answer guides every decision, ensuring our AI adoption serves our mission rather than defining it.

For more on our approach and regular updates on all things AI reputation, head to Alexander PR’s website or subscribe to the AI Rep Brief newsletter.

Train passengers in the East Midlands are to test technology that will let them tap in and out for journeys and be charged the best fare for their trip at the end of the day.

Trials of digital rail tickets based on GPS tracking will begin on Monday as part of the government’s plan to improve the rail network’s complex fare system.

Passengers will check in for travel on their phones with an app and have their journey tracked using satellite location technology.

The app will automatically charge them the best fare at the end of the day’s travel and provide a barcode when needed for ticket inspections or to pass through ticket barriers.

The Department for Transport (DfT) said the technology, if it proves successful, would replace the need for paper tickets and mobile tickets using QR codes, which have to be bought before travel. Passengers will be able to travel without planning or booking journeys in advance.

The technology, which has previously been tested in Switzerland, Denmark and Scotland, is being piloted in England first on East Midlands Railway services between Leicester, Derby and Nottingham, with trials to be extended to Northern Trains in Yorkshire from the end of the month. Up to 4,000 passengers are expected to take part in the pilots.

The DfT said the scheme demonstrated its commitment to improving the passenger experience and trialling innovative technology to save time and money.

The rail minister, Peter Hendy, said: “The railway ticketing system is far too complicated and long overdue an upgrade to bring it into the 21st century. Through these trials we’re doing just that, and making buying tickets more convenient, more accessible and more flexible.

“By putting passenger experience at the heart of our decision-making, we’re modernising fares and ticketing and making it simpler and easier for people to choose rail.”

Despite widespread consensus on the need to overhaul ticketing, the DfT and rail industry have yet to find a solution. The previous government had pledged to tackle England’s complex fare system, although attempts to make savings by automating ticketing and closing ticket offices were widely resisted by MPs as well as unions.

Labour pledged a “best price guarantee” as part of fares reform under its plans for a nationalised Great British Railways, which it hopes will be up and running in 2027.

Oli Cox, the head of commercial strategy at East Midlands Railway, said more than 500 people had registered for its part in the trial. He said: “We know that complex fares can be a real barrier to travel, but this trial removes that uncertainty, making it easy to simply tap in and out on your phone, safe in the knowledge you’re always getting the best-value fare on the day.”

Companies could be prosecuted and face unlimited fines if they fail to prevent fraud that their firm profits from under a corporate offence coming into force on Monday.

Under the new “failure to prevent fraud” law, large companies can be held criminally liable where an “employee, agent, subsidiary or other ‘associated person’” commits a fraud intending to benefit the organisation.

Examples could include dishonest sales practices, hiding important information from consumers or investors, or dishonest practices in financial markets. If a company is prosecuted it will have to prove to the court that it had reasonable anti-fraud measures in place.

The law will apply to large organisations that meet at least two of three criteria: having more than 250 employees, £36m turnover or £18m in total assets.

“Today marks a pivotal moment for businesses, and this new offence strengthens our anti-fraud culture to protect businesses, build corporate trust and support long-term economic growth,” said David Hanson, the fraud minister. “Fraud is a shameful crime and we are determined to bring those responsible to justice wherever it takes place.”

The law firm Irwin Mitchell said it marked a “fundamental shift” in corporate accountability by removing the previous need to prove that senior management were complicit.

It said that failure to comply with the new law, under the Economic Crime and Corporate Transparency Act, could result in unlimited fines, reputational damage and criminal investigation by the Serious Fraud Office or Crown Prosecution Service (CPS).

“The new offence will have a significant impact on organisations and their risk exposure,” said Colette Kelly, a regulatory specialist and partner at Irwin Mitchell. “[However], whether procedures are deemed to be sufficient will be a matter for the court to establish, and until we start to see the outcome of prosecutions this is somewhat of a watching brief.”

Recent figures from the Office for National Statistics showed a 31% increase in fraud last year.

The Home Office said the new offence was intended to encourage organisations to build an anti-fraud culture, in the same way the failure to prevent bribery legislation did when introduced in 2010.

“The new law represents a major step forward in holding to account those who commit corporate crime,” said Hannah von Dadelszen, the CPS’s chief crown prosecutor leading on fraud and economic crime. “Large organisations must act to put robust fraud prevention systems in place or leave themselves open to legal action.”

Irwin Mitchell said businesses should be undertaking a review of fraud risk assessments, update internal controls and ensure that staff and third parties were trained and aware of whistleblowing procedures.