The question is whether you shape AI or it shapes you
In Geneva on 6 and 7 July 2026, 193 nations opened the first UN Global Dialogue on AI Governance. Felaris was in the room, on a personal invitation that followed our written submission of 22 April 2026 and its four operator-level recommendations on governing AI in regulated mid-market companies. The message from the room matched the work we already do. Innovation needs guardrails. Safety has to be shown rather than assumed. A person stays accountable for every high-stakes decision a machine touches.
Guardrails first. We help you build the governance a regulator will accept, in time for the deployment rather than after the incident.
Safety you can show. We put evidence and verification behind the AI decisions that carry real consequence. A person stays accountable. The system informs the decision. Your people own it.
AI capability, and the AI Academy
The assessment, the embedded leadership, and the training that build AI a regulated organization can govern.
AI Readiness Assessment
Scores your data, process, technology, people, and governance maturity. The diagnostic before you commit budget to an AI initiative.
Interim CAIO
Embedded AI leadership for organizations not yet ready for a permanent hire. Strategy, framework design, vendor evaluation, and the regulatory questions.
Where we stand
Our reading of the UN Dialogue and what practical AI governance asks of regulated leaders. Read the submission.
THE CARIBBEAN PRACTICE
Felaris works from Port of Spain year round
Felaris publishes the CARICOM AI and Data Governance Readiness Index, scoring eighteen jurisdictions across six governance dimensions and refreshed monthly. We deliver AI governance work and Felaris AI Academy training across Trinidad and Tobago and the wider Caribbean with PC Clinic Ltd.
We work with the University of the West Indies, iGovTT, and the Ministry of Public Administration and Artificial Intelligence, and Klaus Feldam represented the private sector at the inaugural United Nations Global Dialogue on AI Governance in Geneva.
See the readiness index: ai.felarisglobal.com/caribbean-readiness-index
EXECUTIVE SERVICES
Interim and Fractional CIO/CTO
ERP Strategy and Program Leadership
M&A Integration & Due Diligence
Senior technology leadership when a regulated company cannot wait six months for a permanent hire. Three to twelve month engagements, embedded with the executive team, with direct accountability for outcomes.
M&A Integration & Due Diligence
ERP Strategy and Program Leadership
M&A Integration & Due Diligence
The technology decisions made in the first ninety days after closing determine whether the integration succeeds. Pre-close diligence, day-one readiness, integration execution, and post-close compliance alignment across jurisdictions.
ERP Strategy and Program Leadership
ERP Strategy and Program Leadership
FDA/MDR Compliance and Computer System Validation
ERP failures are governance failures. Program leadership, vendor selection, recovery of stalled implementations, and multi-site rollouts across SAP, Microsoft Dynamics 365 Business Central, Oracle, NetSuite, and Workday.
FDA/MDR Compliance and Computer System Validation
FDA/MDR Compliance and Computer System Validation
FDA/MDR Compliance and Computer System Validation
Compliance built into the system architecture from the start. Validation strategy, computer system validation, audit-ready documentation, and Virtual Chief Compliance Officer services under FDA 21 CFR Part 11, ISO 13485, EU MDR, and IVDR.
Global IT Operations Management and Governance
FDA/MDR Compliance and Computer System Validation
Global IT Operations Management and Governance
Assessment, stabilization, and governance of IT operations in environments where inspection readiness and uptime are inseparable. Multi-site, multi-country, multi-regulator.
Cybersecurity and vCISO Services
FDA/MDR Compliance and Computer System Validation
Global IT Operations Management and Governance
Fractional security leadership for mid-market organizations where FDA, EU MDR, ISO 27001, GDPR, and NIS2 obligations intersect. Program development, risk assessment, incident response planning, and board reporting.