Ask most people when they started using AI, and they’ll suggest it was fairly recently, usually somewhere around when ChatGPT became the thing everyone at every social gathering wanted to talk about. I’d have given you the same answer, but it turns out it was wrong. 

I hadn’t appreciated I was already comfortably using AI 

I’ve spent enough time around technology, without ever being a techie myself, to know that solutions and products and acronyms get relabelled constantly, often referring to exactly the same thing under a different name. I’m still not sure if that was complete naivety on my part or simply a lack of awareness of what these different tools and services actually were. Probably a bit of both. What I hadn’t appreciated was that AI had already quietly become part of my life long before I consciously decided to “use AI” at all. Siri answering a quick question in the car. Alexa setting a timer while my hands were full. The autoreply suggestions that finish half my emails before I’ve decided what I actually want to say. Even the design suggestions PowerPoint offered when I was preparing presentations. 

All of it AI. None of it registering as AI at the time.

It’s hard, looking back, to pin down exactly when “before AI” was. It’s probably a couple of years ago now that I first knowingly turned to it, rather than just benefiting from it in the background, but the pace that it’s integrated into working practices, makes that feel like a much longer time ago than it actually is. 

The first thing I knowingly tried was ChatGPT, because it was the tool everyone was talking about. I dabbled with it, used it, challenged it, and still do. Early on, it frustrated me more than it helped. I’d ask for suggestions, and what came back wasn’t remotely in line with what I was thinking, so I’d ask again. More than once it felt like it didn’t like my corrections, or the fact I wasn’t satisfied with the output. A regenerated go would come back quicker and shorter, seemingly pi$$ed that I hadn’t liked its first attempt. I know that’s not really what was happening. But it’s exactly how it felt, and I don’t think I’m the only one who’s had that experience. 

So it wasn’t with a grand decision to embrace new technology, but with the slow realisation that I’d been living alongside it for years without truly acknowledging that I was subconsciously embracing the tools that worked for me to make life just a little bit easier. Followed by the slightly bumpy process of learning to use it properly once I did. I want to be honest about that whole process here: the point where it properly rattled me, what I’ve learned to trust it with, and what I never will, and where I’ve landed now that the initial cautiousness has worn off. 

The moment I worried AI would give me away

Once I’d got past some of the frustrations, (talking back at me like I’d offended it), I found something in AI that was so refreshing to me: a real second pair of eyes on my own thinking, rather than interrupting someone else or waiting on their reliable feedback. But it took me longer than I’d like to admit to work out why it only helped sometimes. 

My Mum always used to say to me when I was growing up, “you only get out what you put in.” I heard it about school work, hobbies, about tidying my room, friendships. I did not expect to hear it echo quite so clearly in my head while typing prompts into my new best mate AI tool twenty-odd years later, but there it was. The quality of what came back depended entirely on how clear and specific I was about what I actually wanted. Vague in, vague out. The tool wasn’t the variable. I was. 

You only get out what you put in.

That’s been the most useful learning on its own, and in a practical sense it still is. But still, I was noticing the first iterations were annoying me further, with the noticeable fingerprints everywhere in what it produced. The over-eager emojis. The elongated dashes AI seems to reach for constantly. Small things, but obvious once you know to look for them 

And in my noticing that, especially on other content I was consuming, came a real worry that if I used AI to help shape my content, my audience, the people who follow what I write because they trust it’s actually me, would spot those tells and start wondering how much of “me” was still in there. I run a business built on people believing what I tell them, so that element of doubt crept in and I wasn’t comfortable with taking the risk.  

So, quietly, my enthusiasm for it cooled. I pulled back from anything client or audience facing and redirected it somewhere that relied less on ‘me’ when generating the output. Data. Numbers. Research. A lot of people know I have always loved Excel, in a bit of a geeky way, so double-checking pricing calculations, or getting help on formulas “help” function couldn’t cope with, felt like a solid way to embrace AI, improve efficiency and to gain trust in the process.  

This marked a real shift in how I thought about AI: not as a shortcut to lean on without thinking, but as something that needs real judgement applied to it, and to sanity check my own thinking. 

What I’ll trust AI with, and what I won’t

By the time my reservations had eased, I’d recognised that the more useful question is what I’m actually prepared to trust AI with, rather than ‘should I use AI’. 

The answer came partly from getting caught out. More than once, I’ve seen incorrect or unreliable outputs with a date wrong, or a figure that didn’t match what I knew to be true, sitting right in the middle of something that mattered. Nothing catastrophic, because I always check. But enough to teach me, firmly, that AI is not something I can hand full confidence to. It’s excellent for polishing, for proofreading, for giving me a starting point when I’m staring at a blank page. It is not something I sign off without reading properly first. 

That same caution is mirrored by some of my own clients,Some of them want their Virtual Expert nowhere near AI when it comes to writing copy or creating content. They want what lands in front of their audience to be real, unmistakably them, and they see AI-flavoured content as the fastest way to undermine that. I understand that completely, because it’s close to the exact worry I’ve felt and described. 

Others take the opposite view entirely. If a Virtual Expert who knows how to use AI well can complete a task in a quarter of the time it would take without it, that’s not a shortcut to them, it’s more value delivered, more capacity freed up, more actually gets done. The clients who think this way tend to be the ones already looking hardest at sustainable, innovative ways to grow, and AI is simply one more tool in that thinking rather than something to be nervous of. 

Neither view is wrong. What’s interesting is that both are making the same judgement I make myself, just landing in different places: where does AI help, and where does it get in the way of the thing you’re actually trying to protect? 

Part of what makes that judgement easier, for me, is being able to spot AI content that’s crossed the line into generic. You’ll have seen the the restaurant offers that turn up in every other Facebook post, with its Maccy D’s style menu that’s interchangeable and indistinguishable from a hundred others, that says nothing that actually differentiates the business behind them. That’s the version of AI I would actively avoid, and it’s a useful test I apply to my own output too. 

If it could belong to absolutely anyone, it isn’t good enough.

None of this has stopped me finding real, everyday uses for it that I wouldn’t have predicted a year or two back. Proofreading, obviously. Scheduling. Bouncing around design ideas. And, more than I expected, research and searching, to the point where it’s now often my first go to over and above a Google search. It’s earned its place in my workflow, it just hasn’t earned my full trust, and I don’t think it should. 

Be the one in the driving seat

After all of my naivety, doubt, learning and appreciation. I’m happy with how I find AI helps me, and now wonder what I’d do without it. There are things I’ve decided, firmly, to keep human (me!). A proper conversation still means picking up the phone or writing an email myself, even if that email gets a once-over for typos afterwards, which is really no different to the spellcheck and Grammarly habits I had long before any of this. Some things aren’t about efficiency. They’re about actually connecting with the person on the other end. 

That’s part of why AI phone bots unsettle me more than almost anything else in this space. Some are obvious the moment they answer, which is almost fine, because at least you know where you stand. Others are impressively good enough now that I can’t always tell whether I’m talking to a person or not, and that ambiguity is the part I struggle with. If I don’t know who or what I’m talking to, something about the whole exchange feels wrong. 

If someone starting out today asked me whether they should be worried or excited, I’d tell them to be excited. We’re living through an extraordinarily fast-moving period, and AI is there to be used to your advantage, not treated as a threat creeping up on you. It will never replace you as an individual. Your strengths, the ones that make you different from everyone else doing similar work, are exactly what will keep setting you apart, the same as they always have. AI doesn’t change that. If anything, it puts a sharper spotlight on it. 

AI gives us access to intelligence most of us could never reach without it. We can now tap into that, quickly, on demand. Used well, that doesn’t make us lazy, it makes us sharper, provided we’re the ones deciding how to use it, not the other way round. 

Driverless cars are already taking hold, and I’m not going to lie, I still get a flicker of nerves just using cruise control, so I can only imagine how my palms would sweat in a driverless car.  

So my advice, Go at your own pace. Use what helps. Stay wary of what doesn’t. 

Whatever you decide, make sure you’re still the one in the driving seat.

That’s the arc of this piece in a sentence: from not realising I was using AI at all, to worrying it might expose me, to learning exactly what I will and won’t hand over to it, and now, finally, to feeling settled in the driving seat.



You Don’t Need More Pressure – You Need the Right People in Your Corner

If there’s one thing I see consistently in growing businesses, it’s this: the people running them are carrying more than anyone realises.

On the outside, things look steady. Momentum is building, opportunities are increasing, and from a distance the picture looks encouraging.

But behind the scenes, decisions are stacking up, and with growth comes weight.

The Quiet Weight of Scaling

Enhancing your offering, creating a new revenue stream, stepping into a new market, hiring for the first time, delegating something you’ve always kept close – none of those are small moves. And even when they’re exciting, they can feel slightly exposing in a way that’s hard to articulate.

Because growth isn’t just operational. It’s personal. You’re putting something new out into the world, trusting someone else with your reputation, shifting from doing to leading. That transition can feel heavier than most people admit, and it rarely comes with a manual.

Pressure Isn’t the Same as Progress

At busy times, the instinct is almost always to push harder. Work longer, take on more, keep control, just get through it. It’s a deeply familiar response, and for a while it can feel like the right one.

But pressure doesn’t always create progress. What it more often creates is hesitation, indecision, and – perhaps most insidiously – burnout disguised as productivity. In my experience, growth rarely accelerates because someone applies more pressure to themselves. It accelerates when the right support is introduced at the right time.

The Power of Having Someone Beside You

Earlier in this series I explored why buying decisions are still fundamentally human, why community builds the trust that makes those decisions easier, and why bespoke fit matters more than a list of features. This final piece is where all of that comes together.

Because when growth feels heavy, what business owners really need isn’t another system or another process. It’s someone beside them; someone who can ask the right questions, offer an outside perspective, sense-check decisions before they’re made, and translate a feeling of overwhelm into a clear and manageable next step. That’s not soft support. That’s one of the most strategic investments a growing business can make, because confident leaders make stronger decisions, and supported leaders move faster.

What My Role Actually Looks Like

As a Regional Director at Get Ahead, I don’t see my role as simply matching skills to tasks, though that’s part of it. I see it as standing alongside a business owner as they navigate change, being a consistent presence through the moments that feel uncertain.

Sometimes that means helping to identify where the real pressure is coming from, which isn’t always where it appears to be. Sometimes it means suggesting a different approach, or simply reframing a decision that’s been made more complicated than it needs to be. And sometimes it means reminding someone that bringing in support isn’t a sign of weakness but a mark of leadership. Knowing when to ask for help, and being willing to do so, is one of the most mature things a business owner can do.

AI, Automation and the Human Gap

We’re operating in an increasingly automated world, and the pace of that change shows no sign of slowing. Systems are smarter, processes are faster, and information is more instantly accessible than ever before. All of that is genuinely useful, and at Get Ahead we embrace it where it adds real value.

But none of it replaces encouragement. None of it replaces the kind of considered judgement that comes from experience. And none of it can sit across the table from someone and say, with conviction, “you’re on the right track, let’s simplify this.” Technology enhances businesses, but people steady them. And steady businesses, in my observation, grow more sustainably than those running purely on pressure.

You Don’t Have to Do It Alone

There’s a quiet narrative in business that says you should have it all figured out, that you should always know exactly what to do next, and that asking for help means you’re somehow behind. It’s a narrative that does a lot of damage, often silently.

The strongest businesses I see are invariably the ones where leaders are willing to build the right support around them, have honest conversations about capacity before things reach breaking point, and bring in expertise while there’s still space to use it well rather than waiting until everything feels critical. That’s not weakness. That’s maturity, and it makes an enormous practical difference to how a business grows.

In Your Corner

This series has been about the human side of growth, because while the tools, platforms and systems will continue to evolve, the fundamentals don’t change. Trust drives decisions. Fit drives performance. Support drives confidence. And confidence, more than almost anything else, drives sustainable growth.

If you’re building something, evolving something, or simply feeling the weight of doing too much alone, then you don’t need more pressure. You need the right people in your corner. And sometimes, that starts with a single conversation.

I’m always happy to talk through where your business is right now and what the right next step might look like. No hard sell Just clarity, perspective, and support where it counts.

kristy@getaheadva.com or book in a chat –  Calendly – Kristy Roff


About the Author

Learn more about Kristy here


In Your Corner – The Human Side of Growth

A four-part series exploring why human connection, community, and the right support still define how growing businesses succeed – even in an age of automation.

  1. In a World of Artificial Intelligence, Human Connection Still Wins the Buying Decision
  2. Community Is a Commercial Strategy (Not Just a Nice Idea)
  3. Bespoke Beats Off-the-Shelf: Why Fit Matters More Than Features
  4. You Don’t Need More Pressure – You Need the Right People in Your Corner

Bespoke Beats Off-the-Shelf: Why Fit Matters More Than Features

In the first two pieces in this series, I’ve explored why human connection still drives buying decisions – and how community builds the trust that makes those decisions easier.

The next step in that journey is something I see all the time:

Access to talent isn’t the problem. Fit is.

The Illusion of Choice

We’re living in an era of abundance. Platforms offer thousands of freelancers. Marketplaces promise instant access. Low costs are attractive.

On paper, it looks ideal. More choice. More flexibility. More control.

But for many business owners, especially those already stretched, that level of choice creates a new problem:

Decision fatigue.

Who’s actually right for this stage of my business?
What level of support do I really need?
How do I know if this person will “get” how we operate?

And when those questions aren’t easy to answer, hesitation creeps in again.

Growing Businesses Aren’t Generic

No two businesses are the same. Even if they operate in the same sector. Even if they’re similar in size.  Even if they face similar challenges.

Growth stage matters. Leadership style matters. Internal culture matters. Communication preference matters.

You can have two businesses that both “need marketing support”, yet require completely different solutions.

One needs strategic direction. One needs delivery capacity. One needs structure and reporting. One needs creativity and momentum.

That’s why off-the-shelf solutions often feel slightly uncomfortable.

They’re efficient. But they’re not personal.

Features Don’t Build Confidence. Fit Does

When businesses are investing in support, they’re not just buying capability.

They’re buying peace of mind.

They want to know:

  • This person understands our pace.
  • They communicate in a way that works for us.
  • They can integrate into our team.
  • They’ll represent our business well.

A long list of features on a profile doesn’t answer those questions. Fit does.

And fit isn’t something you filter by keyword. It’s something you uncover through conversation and relationships.

The Risk of Self-Serve Support

There’s nothing wrong with self-serve platforms. They work brilliantly in certain scenarios.

But when the stakes feel higher – when growth is on the line – many business owners don’t just want access.

They want guidance.

They want someone to say:

“This is what I’m seeing.”
“This is what I’d recommend.”
“This is the level of support that will make the biggest difference right now.”

Because choosing support isn’t just an operational decision.

It’s a strategic one.

And strategic decisions feel safer when someone experienced is helping you navigate them.

Where a Regional Director Makes the Difference

My role as a Regional Director at Get Ahead isn’t to hand over a list of options, it’s to interpret what a business actually needs.

Often the initial request sounds like:

“We need a VA.”

But after a conversation, it becomes clearer:

You don’t just need a VA.
You need someone with operational strength and process discipline.
Or someone commercially minded.
Or someone who can confidently liaise with senior stakeholders.
Or someone detail-focused who thrives in structured environments.

That nuance matters.

And that’s where bespoke support changes outcomes.

My role is to:

  • Listen carefully
  • Understand context
  • Identify the real pressure point
  • Match the right Virtual ‘Expert’ to that specific need
  • Stay involved to ensure the relationship works

That last part is important. Because fit isn’t a one-time decision.

It evolves as the business evolves.

Bespoke Doesn’t Mean Complicated

There’s sometimes an assumption that bespoke equals complex.

In reality, it should feel simpler.

When the right person is matched correctly:

  • Communication flows more easily.
  • Expectations are clearer.
  • Delivery is more consistent.
  • Confidence grows.

And when confidence grows, so does momentum.

That’s the commercial impact of getting the fit right.

Growth Is About Alignment

In Parts 1 and 2, we talked about trust and community.

This is where it becomes practical.

Trust reduces hesitation.
Community builds familiarity.
Bespoke matching ensures alignment.

Alignment is what sustains growth.

Because when support is truly aligned with where your business is right now, you move forward with less friction.

Less second-guessing.
Less rework.
Less “this isn’t quite right” feeling.

And that saves more than time.

It saves energy.

Looking Ahead

In the final part of this series, I’ll explore something I see time and time again:

Growth can feel heavy.

And often what business owners think they need is more pressure.

What they actually need is the right people in their corner.

Because scaling isn’t about doing everything yourself.

It’s about knowing who to bring in – and when.

If you’re considering bringing in support but feeling unsure what “right” looks like for your stage of business, let’s talk. kristy@getaheadva.com or book in a chat –  Calendly – Kristy Roff

Sometimes the most valuable outcome of a conversation isn’t a proposal.

It’s clarity.


About the Author

Learn more about Kristy here


In Your Corner – The Human Side of Growth

A four-part series exploring why human connection, community, and the right support still define how growing businesses succeed – even in an age of automation.

  1. In a World of Artificial Intelligence, Human Connection Still Wins the Buying Decision
  2. Community Is a Commercial Strategy (Not Just a Nice Idea)
  3. Bespoke Beats Off-the-Shelf: Why Fit Matters More Than Features
  4. You Don’t Need More Pressure – You Need the Right People in Your Corner