Most consultants advising public broadcasters have never run a newsroom, and most people who have run a newsroom have never sat inside an intergovernmental programming cycle. Nabeel Tirmazi has done both. Over 26 years across broadcasting and media development, including 8.5 years as Senior Programme Manager at the Asia-Pacific Institute for Broadcasting Development, he has directed capacity programmes across 26 member states and delivered 137+ training initiatives in 41+ countries.
This advisory practice exists for the specific moment a Director of Digital Strategy, a Deputy Director General, or a Senior Programme Officer is told to act on AI, digital transformation, or institutional modernisation before the next budget cycle closes, with no internal framework to work from.
Who This Is For
Public service broadcaster leadership managing a Board or Ministry directive to modernise, without an internal governance or capacity architecture in place. Programme Officers at UN agencies and intergovernmental bodies who need a field-tested implementation lens, not a theoretical policy brief. Senior editorial and digital leadership bridging a gap between leadership pressure and newsroom scepticism.
What This Covers
Institutional AI readiness assessment. A structured review of where governance, workforce capability, and editorial safeguards stand today, mapped against where a directive requires them to be.
Strategic counsel on institutional change. Direct guidance on sequencing a transformation agenda so it survives procurement cycles, audit requirements, and internal political resistance, rather than stalling after the first pilot.
Board and DG-level briefings. Advisory sessions structured for presentation upward, giving leadership language and framing they can carry into a Board meeting or a Ministry conversation.
Multi-stakeholder programme design. Support structuring donor-funded or multi-country initiatives so implementation holds across different regulatory environments, procurement systems, and institutional cultures.
Why This Advisory Is Different
Most AI consultants working in media have no governance depth, and most media trainers have no AI governance background. This practice sits at the point where editorial culture, intergovernmental programming reality, and AI governance actually meet, tested across contexts from Pacific Island broadcasters to South Asian state media.
Engagement Format
Advisory work runs as a retainer, a fixed-scope diagnostic, or a single structured briefing, depending on where an institution sits in its decision cycle. Initial conversations are scoped around a specific institutional challenge, not a general capabilities pitch.
Start a conversation: strategy@nabeeltirmazi.com