In the age of AI, the most valuable capability in organizations is judgment.

As AI accelerates decision-making, increases cognitive load, and creates the illusion of clarity, leaders are being asked to decide faster, align more people, and execute under tighter constraints. Most organizations are adding tools faster than they’re strengthening the human systems required to use them well.

My work sits at the intersection of leadership development, learning systems, and AI-enabled decision-making. I help organizations build the human judgment, shared clarity, and execution discipline required to lead effectively in complex, high-stakes environments.

I bring more than two decades of experience leading leadership development inside highly regulated, accountability-driven systems, where weak alignment, poor decisions, or failed change efforts have real consequences. That background shaped a deeply practical approach: people need to see both the destination and the path before meaningful change can occur.

I design leadership and learning systems that make the roadmap visible—clarifying priorities, sequencing decisions, and creating structured opportunities for feedback and course correction. This balance of clarity and shared ownership turns strategic intent into sustained follow-through.

My AI work is explicitly non-technical and human-centered. I don’t just train people on tools. Rather help leaders:

Strengthen human-in-the-loop decision-making

Apply product thinking to leadership and learning systems

Reduce AI-driven overwhelm, noise, and false confidence

Use AI to support better judgment rather than replace it

Whether I’m coaching executives, facilitating leadership teams, or designing learning architectures, the goal is the same: make the work usable for real people, inside real organizations, under real constraints.

If your organization is busy but not moving, or if AI has increased activity without improving decisions, we’re likely working on the same problem.

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📨 cheryl@pulsehive.com

Cheryl Agrawal

I work independently with institutions and senior decision-makers at moments where judgement, responsibility, and long-term consequences matter more than speed, scale, or optimisation. My work is commissioned when existing frameworks and performance metrics are no longer sufficient to hold risk, accountability, or institutional consequence.

I support decision-making in contexts where AI systems, digital technologies, and evaluation regimes reshape human judgement and organisational responsibility. I help organisations identify socio-technical risk, second-order effects, and governance gaps that are not visible through performance indicators alone, producing decision-grade judgement artefacts that inform responsible action.

I focus on what is often missed: how bias emerges over time through incentives and institutional habits; how consequences appear only once systems are in use; and how new technologies redistribute invisible labour, care work, and temporal burden across educators, professionals, and communities.

I contribute through finite, written artefacts such as judgement memos, synthesis notes, and risk and readiness assessments. Engagements are time-bound, primarily asynchronous, and designed to conclude without dependency or implementation ownership.

Over fifteen years, I have led and contributed to national and international education and technology initiatives, including senior leadership in a public-sector programme reaching more than 10,000 schools and field-based work across 22 countries. I hold a PhD in Human–Computer Interaction (Computer Science). This experience spans formal education systems and community-rooted learning contexts, shaping how I assess AI governance, institutional risk, and long-term systemic effects.

If your context requires independent judgement and sensemaking rather than delivery or implementation, more detail is available in the Featured section below.

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The Battle

Cheryl Agrawal

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