Falkovia does not publish client names. Confidentiality is part of the working agreement. What we can show you is exactly what an engagement produces, the capability your leadership team is left holding, and what the leaders we have worked with say about the work.
Every Architecture Engagement ends with documented infrastructure your team owns and operates. Not a slide deck. Not a dependency on Falkovia. A governance architecture you can run and defend.
Documented decision rights across every institutional domain, so it is clear who governs which AI decision and where that authority sits.
For each high-risk workflow, the boundary where algorithmic recommendation ends and human judgment must remain non-delegable, written down and defensible.
Operational protocols your team can actually run when an AI system needs to be challenged, paused, or overridden.
Written at the level a board of trustees or directors needs to exercise fiduciary oversight. No jargon, clear authority structures and accountability assignments.
An operational template for the opening of an AI-related incident, before improvisation becomes the plan.
A department-by-department inventory of approved and unapproved AI use, so you know what is actually running across the institution.
Your governance architecture mapped to NIST AI RMF and ISO/IEC 42001 and calibrated to your sector and accreditor.
An AI Governance Maturity Scorecard™ across the five G.U.A.R.D. dimensions, plus an implementation roadmap with named owners and milestones you can measure against over time.
At the end of an engagement, your leadership team owns the architecture and can defend it. You can document who governs AI, where authority is non-delegable, and how decisions hold under scrutiny. You can answer the questions a board, regulator, accreditor, or LP asks, before they ask them.
No dependency on Falkovia to keep it standing. That is the design.Attributed by role to protect confidentiality. These are clients and institutional leaders Dr. Masson has worked with.
The architecture is only as good as the person designing it. The basis of this practice:
Built a medical school from a blank page, designing governance, accreditation strategy, and executive operating infrastructure under conditions where one governance failure could end the institution before it opened.
Two decades in clinical psychology and healthcare leadership, trained to find what others miss in complex evidence and render it defensible under cross-examination. Built for courts. Now built for boards.
Named Executive of the Year and recognized for governance design and building complex operating structures under pressure and public scrutiny.
A library of named instruments, including the G.U.A.R.D. Framework™ and the Human Authority Line™, with every engagement mapped to NIST AI RMF and ISO/IEC 42001.
Has presented on governance before university presidents, general counsel, and heads of accreditation at Alston and Bird, and as a featured speaker for Leadership Women.
Every engagement begins with a confidential thirty-minute scoping conversation about what your institution actually needs.
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