About
Fahed Bizzari
Fahed Bizzari's work is dedicated to one problem, the one that now decides which organisations pull ahead with AI and which fall behind: professionals everywhere have adopted AI, yet very few organisations have its power at their command. He named that distance the AI Empowerment Gap, built the vocabulary and method for closing it, and wrote the book that carries that method, AI Empowerment for Business Leaders (Rethink Press, November 2026).
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What he sees
Fahed points to a number most conversations about AI skip past. Current research shows that one in five organisations captures nearly three quarters of AI's economic value. The other four in five are left to share the remaining quarter.
The reason, he argues, is the same almost everywhere. People use AI every day, much of it unseen and unapproved, yet the organisation is no better at what it does than it was before. It misses the advantages AI should be bringing, and quietly piles up costs instead: work that reads as if anyone could have written it, risks no one signed off, and know-how that leaves with whoever worked it out. That is the AI Empowerment Gap, and each new release of AI widens it.
Most of the conversation about AI is still about the tools: which to buy, and how many people are using them. Fahed's work is about the gap.
What he believes
For Fahed, closing the gap is a leadership job. It belongs to the people accountable for how the organisation performs: owners, chief executives and boards, and the senior leaders and managers who turn direction into daily work. It cannot be handed to IT or to a training provider, because the hard part was never the technology.
What leaders cannot do, he argues, is close it from the top alone. The answers about where AI earns its place sit in the organisation's own work, with the people who do it. In his experience, the leaders who succeed are the ones who create the conditions for those people to find them, and then act on what they find.
Why Fahed
Fahed has spent over twenty-four years on one question: how can one person's work have a much bigger impact?
He first looked for the answer in automation, building an online business in 2002 that could run without him. After that, he helped companies write down how their best people worked, so others could do the same. Then he spent more than a decade helping organisations make better use of new technology. All of it helped, but it shared one limit. You could copy what a person did. You could not copy how they thought.
AI changed that, because it can carry some of that thinking too. Fahed saw this early. He was using AI in his own business six months before ChatGPT arrived, and by February 2023 he was teaching professionals to use ChatGPT in person. Hundreds have been through his training since.
That training showed him the real problem. People left with new skills, but within weeks most had slipped back, because their organisations had not changed around them. That experience is why he sees AI as a people challenge first, and why he will not take work aimed at cutting headcount without regard for the people affected.
It also led to the AI Empowerment Gap, and to everything Fahed has built since: the definitions and principles that give AI empowerment a shared language, a six-step method for closing the gap, and the book that sets it all out, AI Empowerment for Business Leaders.
He has taken that work onto conference main stages and into leadership offsites across the Middle East, Europe and Asia, sharing the programme with prime ministers and government ministers, and running workshops for groups such as the Young Presidents' Organization, CorporateConnections and the American Chamber of Commerce. He appears on podcasts, radio and television, and has been featured in mainstream media including Forbes, Entrepreneur UK, The National, Gulf News and Khaleej Times.
He also founded Bellamy Alden, the AI Empowerment Company, which works with organisations as a partner, never a vendor, so the capability stays with them.