In the latest episode of the Dinis Guarda Podcast, Louize Clark, an AI and digital transformation consultant and the Founder of Keeping A Head, discusses how AI, digital twins, and risk management are driving transformation in industries like hospitality, education, and construction. The podcast is powered by Businessabc.net, Citiesabc.com, Wisdomia.ai, and Sportsabc.org.
Louize Clark, an AI and digital transformation consultant, brings over 25 years of experience working with Fortune 500 and FTSE 100 companies. She is the Founder of Keeping A Head, a consultancy dedicated to providing customised strategies for integrating advanced AI technologies and fostering a future-ready mindset.
In her interview with Dinis Guarda, Louize discusses the vision behind creating Keeping A Head:
“Keeping A Head is about two core principles: innovation and self-mastery. The name reflects the drive to be creative, forward-thinking, and equipped with the best tools to lead. However, there’s a deeper meaning: unless you keep ahead, you risk falling behind entirely.
In my work with businesses, I ensure they not only achieve innovation but also prioritise personal well-being. Only by nurturing themselves can they unlock their full potential and keep ahead in an ever-changing world.”
She added, “Keeping A Head’ combines two vital elements: fostering innovation and creativity while mastering the mind. My work with businesses focuses on this balance. I ensure that individuals prioritise their well-being so they can unlock their full potential and drive their business forward. Success, I’ve learned, is about nurturing both the individual and the enterprise to truly keep ahead.”
AI adoption in the organisation
Since ChatGPT’s launch in November 2022, businesses have been racing to adopt AI—or at least give the impression they are using it. Yet, AI has been around for many years—Louize Clark recalls working on projects over a decade ago that made kitchen washers “smart.” Despite its long history, the recent AI hype has driven many companies to rush in, often without first defining the core problems they need to address.
“AI has been around for many years—I worked on a project over a decade ago making kitchen washers ‘smart.’ The current hype, though, has led many businesses to jump into AI without first stopping to identify the core problem they are trying to solve.”
Clark emphasises the need to start by understanding a business’s challenges, analysing data, and pinpointing inefficiencies in data flow.
“Are there bottlenecks? Are there inefficiencies? Only once businesses identify these issues can they begin to look at appropriate AI solutions. Yet readiness is critical—adopting AI isn’t just about buying technology; it requires a cultural shift.,” she advises.
This shift reveals a clear divide among employees: some eagerly embrace AI, seeing its potential to drive business growth, while others are held back by fear.
Clark explains, “Many worry that AI will replace their jobs, while others are concerned about its long-term implications. This highlights a major challenge: implementing AI effectively involves not only understanding business problems and data systems but also managing the human side of change. ”
Clark highlights a dual challenge for businesses: addressing technical issues while navigating the human aspects of change.
“Education is key. Companies must educate staff at all levels about AI, fostering understanding while respecting individual beliefs and concerns,” she states. This involves fostering understanding, building trust, and respecting the concerns of those unfamiliar with digital systems or data-driven decision-making.
“For those unfamiliar with technology or data analytics, the sudden influx of AI can feel overwhelming. If a role hasn’t previously required technology-driven decision-making, the current landscape may seem intimidating. Businesses must address this fear with patience, education, and support. The successful adoption of AI depends as much on preparing people as it does on implementing systems,” she asserts.
Louize Clark highlights the urgent need for businesses to assess their industries as interconnected ecosystems.
“Businesses need to look at their sector as a whole and understand it as an ecosystem,” she explains. Using construction as an example, Clark describes it as a sector that, while continuously building, remains technologically outdated. “Construction is an aging industry, and while the ecosystem feeding into it is advancing at speed and scale, the sector itself risks being left behind.”
Clark stresses the importance of breaking silos and addressing fragmented data. “Many companies are operating in isolation, with data scattered across systems. To stay competitive, businesses must prepare, adopt the right technology, and understand the challenges that lie ahead if they don’t,” she advises.
Drawing from her experience across industries, Clark illustrates how sectors differ in their digital transformation journey. “In healthcare, for instance, there are two distinct areas: Estates and patient care. The NHS, particularly its Estates, faces significant challenges with infrastructure in disrepair. Meanwhile, bringing AI into patient care involves managing fragmented data, procedures, regulations, and rules. It’s a completely different challenge.”
Clark warns of a growing divide: “Businesses need to understand their sector, their partners, and how the broader ecosystem is adopting AI. They need to identify the tools being used, the pace of adoption, and where gaps exist.”
“The key lies in understanding where your sector stands, who feeds into it, and how rapidly they’re advancing. Without this understanding, the risk of being left behind becomes very real,” she concludes.
Digital transformation in the construction
Louize Clark identifies construction as being at a critical juncture, particularly when it comes to infrastructure.
“We are at a critical point in construction, particularly regarding infrastructure. For example, 20% of London’s buildings will become uninhabitable by 2030 unless we repurpose them. Demolishing these structures is neither sustainable nor necessary when retrofitting is a viable option,” she explains.
Clark highlights the lessons learned from the tragic Grenfell Tower disaster.
“The tragedy underscored the importance of having a clear thread of traceability—a golden thread of data—so that every material and decision on a project can be accounted for,” she notes.
Digital twins now provide an opportunity to centralise this information, offering a single source of truth and enhancing transparency.
Currently, Clark is working on several retrofit projects involving digital twins, from small buildings to large manufacturing units and high-rise flats.
“Using digital twin technology allows us to overcome the fragmented data challenges that persist in construction. Much of the sector still relies on paper-based records, but AI-powered tools now enable rapid digitisation,” she explains.
For example, AI can convert 2D plans into 3D models with predictive insights, allowing businesses to visualise and optimise their projects more effectively.
Legislation is driving this transformation further. Clark references the Building Safety Act and Fire Safety Act, which place increased emphasis on accountability and traceability.
“The golden thread of data is no longer optional—it’s a requirement. Insurance and legal companies are already signalling that businesses failing to adopt these technologies will face significant financial consequences in the future,” she warns.
Clark sees the retrofit market as an area full of potential, albeit with challenges. “There’s fragmented data, legacy systems, and infrastructure designed for a different era,” she explains.
“But with the right tools, businesses can digitise processes, improve decision-making, and future-proof their infrastructure.”
The power of emotional intelligence in transforming workplaces
Louize Clark emphasises that emotional intelligence is a critical tool for addressing mental health and improving workplace dynamics.
“To address mental health, I use tools such as emotional and mental health wheels that help individuals pinpoint their challenges. However, if someone is truly struggling, I always recommend seeking support from qualified professionals. Workplaces, in particular, need structures that offer this support, helping employees manage emotions effectively.”
Clark stresses the need for workplace structures that support emotional well-being, enabling employees to manage their emotions effectively.
Emotional intelligence—understanding behaviours, patterns, tone, expressions, and reactions—can transform workplaces. Business leaders and managers who embrace emotional intelligence can foster greater empathy and compassion, creating an environment where staff feel at ease,” she explains while highlighting the importance of seeking professional support for those in deeper struggles.
Clark defines emotional intelligence as the ability to understand behaviours, patterns, tones, expressions, and reactions—skills that can profoundly impact workplace culture.
“Research shows that managers trained in emotional intelligence see productivity increase threefold and revenue double, with significantly lower employee turnover. This makes emotional intelligence not just a tool for personal growth but a business necessity,” she notes.
Clark stresses the importance of managing both the internal and external worlds.
“Managing emotional intelligence begins with understanding two worlds: the internal and the external. While we cannot control external factors—what someone says, thinks, or does—we can control our reactions.
Often, our reactions become the cause of our suffering. Personal development is key here; by being self-regulated and self-aware, we can approach others with greater empathy. We begin to see that their words or actions are not always about us but stem from their internal struggles,” she says.
Clark added, “For managers, this perspective is critical. Studies show that a significant reason employees leave jobs is poor management. Tools that build emotional intelligence can drastically improve workplace relationships, retain talent, and foster a positive dynamic.”
In an increasingly digital world, Clark reminds us that the human element remains irreplaceable.
“Technology learns from the data we feed it. If that data comes from emotionally regulated and intelligent sources, we can ensure technology serves humanity in the right way. If we program technology with care and emotional awareness, we ensure it serves humanity in the right way.”
Clark highlights a modern paradox: “We are more connected globally yet more disconnected on a human level.”
Emotional intelligence offers a solution. By nurturing this skill in workplaces and everyday life, businesses can reconnect meaningfully, ensuring technology enhances—rather than replaces—human connection.
“It’s about fostering understanding, building relationships, and putting humanity at the heart of progress,” she concludes.
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