At Paysend, CEO Chisell is taking the opposite approach to the rush to give every employee AI tools: staff must first demonstrate what a tool actually contributes. New hires get a month to experiment with AI and explain what they have achieved before broader access is granted.
Chisell recently applied that policy when a new SEO lead requested access to Claude. A month later, the employee said he no longer needed it, finding it useful mainly for producing briefs more quickly. Instead of keeping a general-purpose AI tool, he suggested building a dedicated content-brief agent, which he is now working on.
The contrast comes from CoreView, a software company whose London-based CEO, Simon Azzopardi, told CNBC it was initially "very gung-ho" on AI. CoreView launched a widespread rollout for software engineers, who used AI to investigate problems by correlating logs, events and data, as well as to produce technical documentation and onboard new engineers faster.
The two cases illustrate different workplace AI strategies: one gates access behind demonstrated value, the other pushes broad adoption early. The source does not judge which approach is better.