Head of AI Enablement & Transformation

Head of AI Enablement & Transformation

Voice Systems Engineering (VSE) is a dynamic organization driven by innovation and a shared passion for positively impacting people's lives. We operate multiple brands and businesses, including Psychic Source, Plasma Futures and Soundbed, all focused on mind and body wellbeing, with our flagship brand, Psychic Source, leading the way.

Our vision at VSE centers on the belief that when talented individuals unite, possibilities become limitless. Rooted in a remote-first environment, we've cultivated a culture that embraces diversity, equity, work-life balance, and a true sense of belonging.

For over three decades, VSE has used technology to connect people with expert, caring guidance. We are an established, profitable company, and this year we made a deliberate decision to rebuild the way we work around AI rather than simply adding it to what we already do. Many AI projects are already underway across the business, and the whole company comes together every week to focus on AI adoption.

We are now looking for the person to bring that work together and lead it.

We are seeking a passionate, hands-on and experienced Head of AI Enablement & Transformation to turn that commitment into everyday practice across the company. This is a builder's role rather than an advisory one. You should be comfortable prototyping and shipping generative AI agents, automations and the tooling that lets non-engineers use them safely, and equally comfortable teaching a team of roughly forty-five people, most of them non-technical, to apply these tools in their own jobs.

You will own the stack, the guardrails and the numbers. You will not have a team reporting to you; the impact of this role comes from forty-five people who can do things they could not do before, working through AI champions across the business, the tools you build and the sessions you run. VSE runs on Holacracy, and this role sits in our General Company Circle, our most senior leadership team, with clearly defined domains that are yours to decide: the tooling stack and its vendors, the skills library and agent registry, and the scorecard and its targets.

Your first priority will be consolidation rather than expansion: bringing the work already underway into one coherent, well-governed program, deciding what to standardize on and what to retire, and putting the right guardrails in place before adding anything new. For the right person, this is the part that determines whether everything that follows succeeds, and the path from this role to real company-wide impact is unusually short.

If you're our new Head of AI Enablement & Transformation, you will look forward to engaging in activities such as:

• Building and shipping AI capabilities: prototypes, agents, evaluation frameworks, and the pipeline that allows a non-engineer to deploy something safely. You will write code most weeks.

• Leading hands-on enablement across the company: a weekly working session you run, role-specific playbooks, office hours, and a network of AI champions in every function, with adoption measured in actual use rather than attendance.

• Redesigning core workflows around what AI makes possible, in partnership with the teams that do the work, rather than automating the steps that already exist.

• Owning the AI scorecard: publishing weekly results including the metrics that missed, setting targets, and being transparent when a target changes and why.

• Deciding the tooling stack: evaluating models, platforms, agent frameworks and vendors; running proofs of concept; making build-versus-buy calls; and avoiding tool sprawl.

• Building the guardrails first: a graduated autonomy model that agents earn on evidence, traceability from every output back to its prompt and approver, a permissions and data-classification model that holds, and acceptable-use policy developed with Legal, HR and IT as partners from week one.

• Managing the use-case pipeline from intake through prioritization, pilot, rollout and maintenance, and retiring at least one initiative each quarter, openly and with the reasoning, including your own.

• Protecting the quality of what we ship: validating outputs against sources, retesting after model and tool updates, and defining where human oversight is required.

• Looking after the team: one scorecard metric asks the team whether AI is making them more capable or just more pressured. Two consecutive weeks of decline pauses the rollout of new AI initiatives, and you are the one expected to…