AI Governance · Board Advisory · Executive Education
Govern AI with clarity, accountability, and rigor.
Schroeder Advisory Group helps senior leaders and boards navigate one of the most consequential shifts facing their organizations: how to adopt AI without weakening trust, accountability, or mission.
Who We Are
Led by Dolores K. Schroeder
Schroeder Advisory Group is led by Dolores K. Schroeder, an executive leader and strategist with deep experience guiding complex organizations through moments of growth, transition, and systemic challenge.
Most recently, Dolores served as Chief Executive Officer of RAICES, where she led organizational transformation during a period of heightened national scrutiny and unprecedented demand — strengthening governance, stabilizing operations, and building leadership structures capable of sustaining long-term impact.
Across her career, she has operated at the intersection of law, governance, and organizational design, partnering with boards, executive teams, and cross-sector stakeholders to navigate complexity with integrity. She brings a pragmatic, human-centered approach to leadership, grounded in the belief that durable change requires both ethical clarity and operational discipline.
Today, she works with senior leaders and boards on one of the most consequential shifts facing their organizations: how to adopt AI without weakening trust, accountability, or mission.
What We Do
Govern AI like every other consequential risk
We do not teach technology. We teach leaders how to ask the right questions before, during, and after AI enters their organization — and how to build the structures that make good answers possible.
Every engagement is built around the same conviction: “human in the loop” is not a safeguard unless people know when, why, and how to use it. Governance is not a compliance checkbox. It is the difference between AI that builds trust and AI that quietly erodes it.
Executive & Board Education
Working sessions and briefings that give senior leaders and directors a working command of AI governance — no technical background required. We translate AI risk into the language boards and executive teams already use: accountability, oversight, and fiduciary duty.
AI Governance Advisory
Practical, right-sized frameworks — including risk-tiering models — that help organizations decide which AI use cases need light oversight and which demand real governance. Not every decision an AI touches carries the same stakes, and none should be governed as if it does.
Speaking & Facilitation
Keynotes, panels, and workshops for conferences, associations, and leadership teams navigating AI adoption — across sectors including nonprofit and mission-driven organizations, facilities management, healthcare, and beyond.
Our Approach
Three commitments guide every engagement
01
Accountability sits with people.
Systems don't accept responsibility — boards, executive teams, and professionals do. AI can analyze information, identify patterns, and generate recommendations. It cannot exercise judgment on behalf of an organization, and it cannot answer for the consequences of a decision. Our work makes that accountability concrete, not aspirational.
02
Clarity beats confidence.
Overconfident, overpolished claims about what a tool can do create false trust and invite what Dolores calls “cognitive surrender” — people deferring to the machine instead of scrutinizing it. We help leaders be candid and specific about a tool's real capabilities and real limits.
03
Governance should fit the risk.
Not every AI use case carries the same stakes. Using AI to draft a routine document is not the same as using it to evaluate people, prioritize resources, or inform a high-stakes decision. We help organizations right-size oversight instead of applying one blanket policy to every application.
Publications & Insights
Writing on AI governance and responsible leadership
A selection of Dolores's writing on AI governance, accountability, and responsible leadership.
“The System Recommended It”
On the one sentence that should make every leader pause — and why AI can inform a decision but can never be held accountable for one. As organizations accelerate AI adoption, the line between “the tool suggested it” and “we decided it” may be the most important governance principle leaders need to protect.
Read on LinkedIn →“Human in the Loop Is a Design Choice, Not a Slogan”
“Human in the loop” only works as a safeguard when people know when, why, and how to override the machine. Without clarity on authority, expertise, and support, oversight becomes performative — the person is present, but the judgment is not.
Read on LinkedIn →“Governance Is Where AI Value Is Unlocked — or Lost”
A practical, C-suite-level framework for deciding what level of oversight an AI use case actually requires. Not every application carries the same risk, and treating them all the same is its own governance failure.
Read on LinkedIn →“Healthy AI Adoption Starts With Telling the Truth About the Tool”
What can it do well? Where does it struggle? What should someone do when the output feels wrong? These are not training footnotes — they are leadership responsibilities, and the organizations that name them clearly are the ones that build real trust in their tools.
Read on LinkedIn →Speaking & Engagements
Keynotes, panels, and board briefings
Dolores speaks and facilitates for boards, executive teams, and industry audiences on AI governance, responsible adoption, and organizational accountability.
Panelist — IFMA / FacilityOS
Human-in-the-Loop AI
Contact
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