CAIGE-F trains experienced professionals to do the governance work itself, from the first inventory to the board paper.

Nineteen weeks, one module released each week, built to fit around a working schedule.

Each module has three action-based objectives and produces one practical artefact.

The sequence mirrors the real job. You first learn what AI is and where it sits in your organisation.

You then follow a system through its lifecycle, study how it fails, and build the response: risk assessment, assurance and vendor review.

Regulation comes after you understand the systems it applies to, so you can classify real cases rather than memorise rules.

The final week brings everything together into a governance programme you can run.

Applied assessment is the heart of the programme. Knowledge checks confirm the learning; the artefacts and applied assessments prove you can do the work.

This is what sets CAIGE-F apart: graduates show their competence through work products an employer can read, not only through a test score.

Part One builds the foundation: what the job involves, how AI works and where your organisation already uses it.

About this lesson

You ask what the model was trained on.

Your supplier cannot tell you, because they licence it from a company you will never get a meeting with.

What to do when upstream goes dark, without either waving it through or blocking it.

A sample from Module 1, The AI Governance Job, on placing an organisation in the AI value chain.

The largest part of the programme follows a system from design to retirement, so you know where each obligation applies.

Governance starts with an honest view of failure. Part Three teaches you to see harm, bias and attack before they reach real people.

You stop describing risk in abstract terms. Instead, you can say which group of people could be harmed, at which stage the problem entered, and what evidence supports that view.

When something goes wrong, the organisation has someone who can reconstruct what happened from sources, separate facts from assumptions, and report clearly on the limits of what is known.

That discipline protects both the people affected and the organisation's credibility.

Part Four turns understanding into control: risk assessment, assurance, vendor review and human oversight.

With the systems understood, regulation becomes something you apply to real cases rather than a list to memorise.

The final week brings every part together into a governance programme you can build and run.

Graduates leave with work they can use inside the organisation straight away. The board paper rests on the inventory, risk classifications and vendor assessments built across the course, so it describes your organisation's real systems.

Nineteen artefacts in total, built around one document rather than disconnected worksheets.

Fig. 1 The inventory journey across the programme.

Every module follows the same shape, so you always know where you are and what you are building.

The recall exercise matters. By returning to material from earlier modules each week, the course keeps what you learned in Part One active when you need it in Part Five.

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