Cyber, AI and resilience are leadership decisions.
We help boards and executive teams make them with confidence.
AmEliz is an independent advisory practice working with Chairs, Directors, CEOs and executive teams in regulated and mission-critical sectors. The work focuses on the conversations boards too often delegate; and the judgement that lets them lead instead.
"Leaving people and businesses better protected than I found them."
“I believe a nation is better defended when its leaders take ownership of the risks they face rather than delegating them to someone else. That does not mean boards becoming technical experts in cyber and AI. It means having the understanding, and the confidence, to lead the conversations themselves, and to know what to ask.”
David Goodacre OBE FCIIS, Founder & Principal
What We do
01 Board & executive advisory.
Independent counsel for Chairs, CEOs and executive teams on the cyber, AI and resilience decisions that sit on their desks; not someone else’s.
03 Boardroom education.
Structured sessions that give boards and executive teams the language, frameworks and confidence to lead these conversations themselves.
02 Fractional leadership. Senior advisory and fractional leadership support for organisations that need experienced judgement without a full-time hire.
04 Executive mentoring.
One-to-one development support for COOs, CIOs, CISOs and other senior leaders growing into the breadth of their roles. Senior counsel from someone who has operated at executive level.
The Practice
AmEliz was founded by David Goodacre OBE FCIIS, a former British Army Lieutenant Colonel and Senior Director within Barclays' Chief Security Office. AmEliz brings senior leadership experience across UK Defence, global financial services, and a portfolio of board roles, applied to the questions boards and executive teams are actually wrestling with.
Latest thinking
Cyber and AI are leadership issues, not technical ones. Why boards keep having the wrong conversation about cyber and AI, and what changes when they reframe both as governance, not technology.
What happens when the cyber paper goes to the board. The pattern most boards know but rarely name. And what good cyber oversight actually looks like in the room.