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Day 3 · Thursday 10 September 2026 · 09:00 to 14:00

Your work,
your plan

Two days on sample data. Today you point all of it at your own job, and present what you build.
CODED Campus, KuwaitConnectors · MCP · SkillsDay 3 of 3
Today

One thing you
leave with.

Not three this time. One package, and it has four parts.
01
An executive briefing
One page. The decision, the evidence, the recommendation, the risk.
02
A stakeholder deck
Six slides with charts, built the way you learned yesterday.
03
Reusable prompt templates
So the next person can run it without you in the room.
04
Five minutes in front of the room
Three to present, two to defend it.
Question

What do you remember
from Tuesday?

Shout it. No hands.
Review Day 1

Day 1, in four lines.

It predicts
It kept the patterns, not the documents. That one fact explains every strength and every failure.
Six parts
Role, Context, Task, Format, Tone, Constraints. Constraints are the half people skip.
Show, do not describe
Two examples beat a paragraph, when the style is real but nobody wrote it down.
Give it the source
Then check the summary back against the source. Both halves, every time.
If any of those four are fuzzy, say so now. Today builds directly on all of them.
Review Day 2

Day 2, in four lines.

Profile before you trust
Duplicates, blanks, impossible values, four spellings of one department.
The small sample trap
Three people who happen to be content will out-score forty who are fine.
Three answers
One budget file gave you 111,050, 187,200 and 152,850. Which one did you sign?
Ask for the formula
A number you cannot reproduce is a rumour.
Today you point all of it at a real decision, and somebody in this room will check your arithmetic.

And the rule
that has not changed.

Your name goes
on the output.

Question

Where does what you
paste actually go?

Today you stop using our files and start using yours.
Data security 0.1

Four boxes.

Box 1
Your screen. You paste the paragraph.
Box 2
The internet. It leaves your building and your network.
Box 3
A server somewhere else. Another country, another company's control.
Box 4
A log. It may be kept. It may be reviewed by a human. It depends on the plan you are on.
A free consumer account and a company account are not the same on box 4. Ask your IT team which one you have, today.
Data security 0.2

If you would not
email it to a supplier,
do not paste it.

One sentence. It covers almost every case, and you can remember it under pressure.
Data security 0.3

The five second scan.

Before you press paste, look for five things.
Names
A person who did not agree to this
Numbers
Account, ID, licence, passport, phone
Contracts
Anything with a signature or a price on it
Salary
Pay, bonus, headcount by person
Health
Sick leave, medical notes, insurance claims
Find one? Replace it with a placeholder and keep going. You almost never need the real value for the tool to help you.
Security 3 of 5

Never paste raw
customer data.
Anonymise first.

What is safe to type into a prompt, and what never is.
🔴The golden rule. Never paste raw personal data: civil ID numbers, account numbers, balances, salaries, or passwords. Ever.
🎭The anonymising technique. Swap real names for placeholders. "Analyse customer Khalid Al-Sabah's payment history" becomes "Analyse Customer A's payment history."
🏷️Sensitivity labels. If your organization labels files as confidential, those labels can stop a tool extracting the data at all. Ask whether yours does.
You almost never need the real value. The shape of the problem is what the tool works on.
Security 4 of 5

Why be more careful
than with Copilot?

Not because one is good and one is bad. Because of where each one sits.
Microsoft Copilot
Inside your tenant
Sits inside your company's Microsoft environment
Sees only what your account already has permission to see
Your IT team already set the boundary, so the guardrail is on by default
Your files usually never leave the tenant
A public AI tool
Outside your tenant
Sits outside your organization entirely
Sees exactly what you paste into it, and nothing else
You are the boundary. There is no IT team between you and the box.
Whatever you paste has left the building
The difference that matters: with Copilot the guardrail is configured for you. With a public tool the guardrail is your own judgment, every single time.
Write it down now

Your own
paste rule.

One line, in your own words, for your own job. Something you will still remember on a busy Thursday.
My paste rule: I will never paste ______________________ into an AI tool. If I need help with it, I will ______________________ first.
Everything you touch after this slide is your own material. The rule has to hold before we go any further.
Use cases

Same tool.
Different rules
per department.

What is a safe productivity boost in one team is a compliance problem in another. Find yours in the next four slides.
The pattern is always the same: drafting and structuring are safe. Deciding about a named person is not.
Use case · HR

Human Resources

Safe productivity boosters
  • Draft job descriptions
  • Summarize policy manuals
  • Format interview templates
  • Turn messy notes into a structured brief
Strict guardrails
  • Employee performance scores
  • Salary and bonus data
  • Medical and sick leave records
  • Anything naming an individual employee
Ethical risk: Automation bias when filtering CVs. A human reads the shortlist and owns the call.
Use case · Finance

Finance and procurement

Safe productivity boosters
  • Explain a variance in plain English
  • Draft the commentary around a number
  • Build the formula, then check it yourself
  • Summarize a supplier contract you already have
Strict guardrails
  • Live account or card numbers
  • Unpublished results before they are released
  • Signed contract terms and pricing
  • Anything you would not email a supplier
Ethical risk: A confident wrong number looks exactly like a confident right one. Every figure gets recalculated by hand.
Use case · Ops

Operations and customer service

Safe productivity boosters
  • Summarize a long ticket thread
  • Draft a customer reply, then edit it
  • Spot patterns across anonymised tickets
  • Write the notice, the poster and the SMS
Strict guardrails
  • Customer names, numbers and addresses
  • Complaint records tied to a person
  • Anything going out without a human reading it first
  • Promises about dates the data does not support
Ethical risk: Speed makes it tempting to send without reading. Every outgoing message gets a human read.
Use case · Leadership

Management and leadership

Safe productivity boosters
  • Turn a report into a briefing
  • Pressure test your own argument
  • Prepare for a difficult conversation
  • Draft the first version of a plan
Strict guardrails
  • Restructuring or redundancy plans
  • Individual performance judgments
  • Confidential board material
  • Legal advice you would normally pay for
Ethical risk: It is fluent enough to sound like a decision. It is not one. The decision, and the accountability, stay with you.
Break

Section 0 and 1 done.
Take a break.

Rules set, tools connected. Next we find the one task in your week that is worth all this.
Pick a length. The countdown goes full screen and shows the room when to be back.
Question

Two days in.
Are you still pasting?

🔌

Connectors, and MCP

A connector gives Claude permission to read one of your tools directly. MCP is the standard that makes those connections work the same way everywhere.
📁No more pasting because Claude opens the thread, the file or the calendar itself
🔐You grant it, and you can remove it because a connector is a permission, not a copy of your data
🧰It works across tools because MCP is one standard rather than one integration per app
This is the difference between a clever tab and something that sits inside your actual work.
Section 1 1.1

Read this before
you ask IT.

What a connector does
  • Reads what you already have access to
  • Asks you once, then remembers
  • Shows you what it touched
  • Stops the moment you revoke it
What it does not do
  • Give you access you did not already have
  • Make your data less confidential
  • Work without your organization allowing it
  • Replace the paste rule you wrote at 09:20
Everything from box 2 onward still applies. A connector changes the plumbing, not the exposure.
🧩

Skills, one level deeper

Yesterday you built one from a prompt. Today the question is different: which of your tasks deserves one, and what has to go in it so somebody else can run it.
🔁Three times is the threshold. Done a task three times the same way? It is a Skill.
📏Write the checks in so the output arrives already verified, not just already written
👥Write it for the next person because a Skill only you can use is just a saved prompt
The test: could a new colleague get your result without asking you a question?
Task 1 · Claude

Connect
something real.

Task 115 minutesIn Claude
One connector, one question that needs it, then revoke it
  1. Open the connector settings in Claude and read what one actually asks for.
  2. Turn on a connector you are allowed to use. If your organization blocks them, use the fallback on the lab page.
  3. Ask a question that only works because of the connection.
  4. Then revoke it, and ask the same question again.
Open task 1 →
Knowing how to turn it off is the part your IT team will ask about.
Question

Now build something
you would actually send.

In pairs. Three hours. Presented at 13:30.
Capstone How it works

Pairs.
One idea each.

Pair up
Two people. Pick somebody who does not do your job.
Choose one idea
Seven on the lab page. Read two, pick one, commit.
Split the work
For every deliverable one of you builds, the other verifies.
Four deliverables
A briefing, a deck, charts, and a communication pack.
Present at 13:30
Six minutes, then one question from the room.
The verifier is not a formality. Every number gets checked by the person who did not produce it.
Capstone Seven ideas

Pick the one you
would actually run.

01 · Operations
The overtime decision. Hire, or keep paying?
02 · Human Resources
The retention programme. Where does the budget go?
03 · Customer Service
The channel rescue. Which one is failing, and why?
04 · Procurement
The supplier consolidation. Fewer suppliers, or not?
05 · People
The recognition programme. The weakest score in the company.
06 · Finance
The cost control programme. Three measures, each on a line.
07 · Your own
Your workflow, your redacted data, signed off first.
Every dataset has deliberate problems in it, exactly like yesterday. Finding them is part of the work.
Capstone Before you start

The three failures,
in order.

Failure 1
Trusting the first answer
You asked, it answered, you believed it. Every dataset has a trap that survives one question.
Failure 2
Answering a different question
Your idea asks you to decide something. A description of the data is not a decision.
Failure 3
No number behind it
"We should improve retention" is not a recommendation. It is a feeling.
Your briefing needs a decision, a number, and a risk.If any of the three is missing, the room will find it in the questions.
Phase 0 · No tools open

Pick your idea.
Split the work.

Task 210 minutesIn pairs
Ten minutes, in pairs, before anything is opened
  1. Pair up. Somebody who does not do your job is a better partner.
  2. Read two ideas on the lab page. Pick one and commit.
  3. Download your data and open it once, together.
  4. Agree who builds and who verifies for each of the four deliverables.
Open task 2 →
No deliverable starts in this phase. That is the point of it.
Deliverable 1

One page.
Four parts.

The decision
What you are asking them to decide. One sentence, at the top.
The evidence
Three numbers maximum, each traceable to a file
The recommendation
What you would do, and what it costs or saves
The risk
What could make you wrong. Say it before they ask.
The risk section is what separates a briefing from a pitch. Leaders trust the person who names the weakness first.
Deliverable 1 · In Claude

The executive
briefing.

Task 340 minutesIn Claude
One page a director reads in ninety seconds
  1. Attach your data to one Claude conversation and keep it for the whole capstone.
  2. Profile the files first. You know how. Then answer the question your idea asks.
  3. Write the briefing: the decision, three numbers, the recommendation, the risk.
  4. The verifier checks every figure against the file before it is finished.
Open task 3 →
Ask it to argue against your own conclusion before you write. Every dataset has a trap.
Break

Section 2 done.
Short break.

You know what to build. The rest of the day is building it.
Pick a length. Then we do not stop again until lunch.
Deliverable 2

Six slides.
Yesterday's method.

Claude Design or Gamma. Your choice, and you already have an opinion about which.
Slide 1
The decision, as a headline
Slide 2
The situation in three numbers
Slide 3
Your chart, with the claim in the caption
Slide 4
What is really going on, the second story
Slide 5
The recommendation and what it costs
Slide 6
The risk, and what you would do about it
Every figure traceable. Somebody in this room will check one of them.
Deliverable 2 · Claude or Gamma

The stakeholder
deck.

Task 435 minutesClaude or Gamma
Five or six slides that carry the briefing into a room
  1. Pick your tool. You earned an opinion on this yesterday.
  2. Five or six slides: the decision, the situation, the evidence, the recommendation, the plan.
  3. Every headline eight words or fewer. Every figure carries its source.
  4. Verifier checks two slides against the data before you move on.
Open task 4 →
The deck tells the same story as the briefing. If it does not, one of them is wrong.
Break

Analysis done.
Lunch and prayer.

After lunch you turn it into a package. Briefing, deck, templates, then you present it.
Back at the time on screen. Do not lose your working.
Deliverable 3

Two or three charts.
Each one argues.

One claim per chart
If you cannot say it in a sentence, it is decoration
The caption states it
Not "Overtime by team". Say what the chart shows you.
A source line
Which file, which rows, and what you corrected
The counter chart
The one view that argues against you. Address it before the room finds it.
A chart that defends nothing goes in the bin.
Deliverable 3 · In Claude

Charts that
argue.

Task 525 minutesIn Claude
Two or three charts, each defending one claim
  1. Decide the two or three claims your idea stands on. Each gets exactly one chart.
  2. Build them. One claim, a caption that states it, and a source line.
  3. Ask Claude to list the exact rows behind every chart, then spot check two.
  4. Build the counter chart: the one view that argues against you.
Open task 5 →
That citation habit is the single most useful thing you take back to work.
Deliverable 4

It is decided.
Now it has to land.

Pick two that fit your audience, then bank three reusable templates.
An internal email
To the staff the change lands on
A public FAQ
For the customers or the tenants who will ask
A one page fact sheet
For the manager who has to explain it in a meeting
Three templates
So the next person reruns this without you in the room
Every fact in the comms pack has to agree with the briefing. Your verifier checks that, not you.
Deliverable 4 · In Claude

The comms
pack.

Task 615 minutesIn Claude
Two communication items, plus three reusable templates
  1. Pick two: an internal email, a public FAQ, or a one page fact sheet.
  2. Draft them from the briefing, so every fact already agrees.
  3. Write three reusable prompt templates with placeholders.
  4. Verifier checks the comms against the briefing, line by line.
Open task 6 →
The templates are the part that outlives today.
13:30

Six minutes.
Then one question.

Six minutes
Both of you speak. Split it however you like.
The decision first
Not the background, not the method, not an apology.
One question
From the room. Expect somebody to check a number.
"How do you know?"
That is the question. Have the file open when it comes.
The instructor scores nothing. You are rehearsing the meeting, not sitting an exam.
Present · In the room

Assemble,
then present.

Task 720 minutesIn the room
Six minutes per pair, then one question
  1. Assemble one package: briefing, then deck with charts in, then comms.
  2. Run the pitch once out loud. Cut whatever does not earn its place.
  3. Present. Decision first. Both of you speak.
  4. When the question comes, show where the number came from.
Open task 7 →
Prepare the three minute version too. Schedules slip.
13:35

Quiz.

Across all three days. A warm up for the test that follows. Getting one wrong here is cheaper than getting it wrong at your desk.
Quiz
10 minutes
Take it seriously and it tells you exactly which topic to look at again before the MAP test.
Link to be added
13:45

The same test
as Tuesday.

Post-program MAP test
8 minutes, silent
Word for word the test you took on the first morning, before we taught anything. Compare the two and you can see exactly how far you moved.
Link to be added
13:52

Tell us what
to fix.

End of program survey
5 minutes
What worked, what did not, and what you will actually use on Sunday. Please be blunt. The polite answers do not help us build the next one.
Link to be added
Before you leave · 13:50

Quiz, test
and survey.

Task 810 minutesAssessment
Three short things, in this order
  1. 13:50 Quiz. The instructor gives you the link.
  2. 13:53 Post-program MAP test. The same one as Tuesday morning.
  3. 13:56 End of program survey. Please be blunt.
  4. 13:58 Certificates and a photograph.
Open task 8 →
All three day pages stay online after today.
Three days

Where you started.

Tue
You named a task you dreaded
Then wrote a prompt that got something useful back.
Wed
You built a deck and checked a number
And found out one file can give you three different answers.
Thu
You presented a real recommendation
With the evidence behind it and the risk named out loud.
Three days ago most of this room had never written a prompt on purpose.
What happens Monday

Pick one thing.
Do it for a month.

Not the whole library. Not every workflow. One task, the one you audited this morning, done the new way every week until it is automatic.
People who try to change ten things change nothing. People who change one thing keep it.

Your name still goes
on the output.

It was true on Tuesday morning and it is true now. Everything you learned this week makes you faster. None of it makes you less responsible.
End of programme

Thank you.

Certificates, then a photograph. Go and use it.