Fifteen years engineering education that demonstrably works — curriculum, assessment, and the unglamorous systems underneath. The gap between what learning science knows and what schools actually do is the problem I keep returning to. AI has made it urgent.
Right now that means a research programme on the neuroscience of school design — five structural projects on the ways schools are built against what we know about the brain — published in the open at The EdJournal, with the diagnostics and advisory that turn it into decisions schools can defend. Finishing an MSc in Applied Neuroscience at King's College London.
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A 138-page review of the cognitive, biological, affective and developmental neuroscience for the design of schools — 10 chapters, 22 graded principles, 406 references. From it, five structural projects, each on a different way schools are built against what we know about the brain.
A research-and-design programme for when, not whether, AI belongs in a young person's learning. Six layers carry it from evidence to proof: the argument (The Formed Mind), a model that stages use across three developmental phases — foundations forming, judgment forming, judgment formed — then the practice, the school policy, and an evaluation design built and waiting on its first school. Every claim carries an honest mark against the evidence beneath it, including the joints that don't yet hold.
Trained an AI grading system on real exam papers and anonymized student responses, then went looking for where it was wrong. Where it breaks is the finding.2
A chemistry assistant producing the full teaching content stack, from lesson plans to differentiated tasks to guidance through complex practical work, built and then rebuilt around what teachers actually needed once they had it in front of them. And now a set of learning tools in active development, running on the same evidence the writing argues from, because I would rather build the thing than only describe it.
Advisory, speaking, collaboration — or an argument about where AI and learning are actually going. I'd rather have the argument. If it's a decision your leadership is carrying now, book a call. Otherwise, write below.
1.Which is still a decision. It just isn't one anybody wrote down.
2.The model was confidently wrong in a beautifully consistent pattern. That pattern is now a human-in-the-loop check.
3.A global business unit needed to be taught something. Nobody called it learning design. It was.