About
Over twenty-four years on one question: how do you multiply the impact of one person?
Technical entrepreneur, then consultant. Based in Dubai. Using AI in his own business six months before ChatGPT existed.
Fahed Bizzari works on one problem: organisations everywhere have adopted AI, and very few have its power at their command. He named that distance the AI Empowerment Gap, gave AI empowerment a precise meaning, and wrote AI Empowerment for Business Leaders (Rethink Press, November 2026), the book that carries the method for closing it.
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What has driven him
Fahed understands technology from the inside. He taught himself to build software, spent years doing it, and still works closely with engineers today.
His career has been spent applying it. He set out in 2002 to build a fully automated online business and had it running by 2005. He then spent years systemising other people's companies, turning how they worked into processes and standard operating procedures. After that came more than a decade in digital transformation, restructuring organisations around the technology available to them.
Looking back, every chapter was chasing the same question. Every answer he found worked by capturing what a person does. The steps could be written down and handed over, but the judgement behind them never transferred.
AI is the first tool he has seen that carries the judgement as well as the steps. That is what makes it the biggest multiplier of them all, and the end of a search that began in 2002.
What he believes
AI is a people challenge with a technology component. The tools are available to everyone, so they give nobody an advantage. What separates organisations is whether their people can use them well on the work that matters, and whether the organisation can rely on what they produce.
That is why pushing for more usage achieves so little. Almost every organisation has adopted AI already, and more of it without the conditions for using it well makes the problems bigger.
The knowledge that creates those conditions sits in one place, the work itself and the people doing it. No framework or consultancy supplies it. That is why capability bought from outside decays when its builders leave, and capability built by an organisation's own people lasts. They know why it exists.
AI augments judgement rather than replacing it. The moment people stop exercising their own, they stop being the pilot and become the passenger, going wherever the tool takes them.
When empowerment is done properly, people end up more powerful and more fulfilled, and the organisation keeps pace as the technology moves. The work is never finished, because what counts as full use rises with every release. And delay is not neutral. The organisations that wait find the pace is no longer theirs to set.
One line he will not cross is work aimed at cutting headcount without regard for the people being cut. That is the opposite of what AI empowerment is for.
The work
Since February 2023 he has trained hundreds of professionals internationally, beginning with some of the earliest in-person ChatGPT training delivered anywhere. The people in those rooms have come from banking, government, professional services and consumer brands.
Out of that work came the equipment: the AI Empowerment Gap, named; the AI Empowerment Scorecard, six yes-or-no questions any leader can answer in a minute; and AI Empowerment for Business Leaders, the book that sets out the method. He speaks on all of it internationally, from conference main stages to leadership offsites.
He founded Bellamy Alden, the AI Empowerment Company. It equips organisations to build their own AI Empowerment Programmes, with their own people, and works with them as a partner, never a vendor, so the client keeps the capability as their own. Visit Bellamy Alden