Paysend CEO Implements Selective AI Access Strategy
Restricting AI tools to high-performers prevents laziness and ensures genuine productivity gains.
1Selective AI Access Policy
Paysend CEO Ben Chisell rejects the industry trend of universal AI deployment. Instead, he mandates that employees must earn access to advanced tools through proven performance. This strategy aims to prevent the misuse of technology, which Chisell believes can amplify poor habits like laziness and lack of critical judgment among staff.
2Quantifiable Engineering Efficiency
Despite his cynical stance on AI hype, Chisell reports tangible results at Paysend. The company currently delivers approximately 25% more engineering output using the same team size. This gain is attributed to a disciplined approach where tools are applied to specific, high-value tasks rather than being distributed indiscriminately across the entire workforce.
3Market Contrast in Adoption
While Paysend restricts access, other firms like Lloyds Banking Group have deployed 40,000 Microsoft 365 Copilot licenses. Sage and Grant Thornton have also invested heavily in widespread AI adoption. These companies prioritize broad access to drive efficiency, contrasting sharply with Chisell’s philosophy of maintaining human ownership over automated processes and AI-generated outputs.
4Productivity Versus Revenue Reality
Broad AI adoption does not guarantee financial success. U.K. government research indicates that while 75% of businesses report improved workforce productivity, 77% see no change in actual revenue. This discrepancy highlights the risk that increased output does not automatically translate into bottom-line growth, validating the cautious approach taken by some leaders.
5Testing AI Utility Internally
Paysend requires new hires to experiment with AI for one month before justifying its continued use. One SEO lead discovered that a general-purpose tool like Claude was insufficient, leading to the development of a specialized content-brief agent. This iterative process ensures that technology serves specific business needs rather than just general convenience.
6Scaling Through Human Capacity
CoreView CEO Simon Azzopardi reports that AI agents now handle back-end coding, quality assurance, and documentation. By coordinating these agents, developers have reduced project timelines from weeks to days. Crucially, CoreView uses this extra capacity to take on more work and hire new staff rather than cutting existing headcount during expansion.
7Risks of Misplaced Expertise
Azzopardi warns that AI-generated work can create a false sense of efficiency if employees operate outside their core expertise. When staff use AI to build tasks they do not fully understand, the output quality often suffers. Leaders must ensure that human oversight remains central to maintain technical standards and project integrity.
8Human Ownership in Automation
Chisell emphasizes that having a human in the loop must mean active ownership, not just passive observation. As AI automates routine responsibilities, companies should transition employees into new roles rather than replacing them. This human-centric approach ensures that valuable skills are retained and evolved, ultimately fostering long-term organizational health and sustainable growth.
Original article: US Top News and Analysis — Paysend CEO Implements Selective AI Access Strategy