For leaders responsible for services, operations and communities
New Manual helps Canadian organizations understand their priorities, people, work and constraints—then determine where AI can create value, what responsible use would require and where it does not belong.
What this practice is
New Manual is a field practice led by two principals in British Columbia, working across Canada.
Jason Carroll brings an operating and implementation lens. Sagar Saxena brings a community, partnership and economic-development lens.
Together, they help leaders understand the organization as a whole, identify where AI may be useful and build the conditions for sound decisions and responsible adoption.
Who New Manual works with
Each route explains the work New Manual does for that group.
Organizations
For businesses, governments, nonprofits, educational institutions and operating teams. Understand the organization, identify worthwhile opportunities and set a practical direction.
Read the organizational pathway →Partners
For associations, agencies, institutions and community organizations that know who needs support, what local constraints matter and how people can be reached.
Read the partner model →People
For workers, founders, graduates, career changers and people adapting to changing work. Practice, compare, check and document before claiming capability.
Read the learning formats →Work order · organizations
The engagement begins with the organization, not a software shortlist or a predetermined pilot. Each phase sharpens the choices available.
Read the full 90-day pathway→Mandate, priorities, people, services, current use, constraints and intended outcomes.
Opportunities are considered across the organization, with value, feasibility and consequences made explicit.
People, data, governance, technology, partnerships, procurement and change capacity.
Pilot, prepare, redesign, procure, build capability, pause or decline—with owners and reasons recorded.
The file should contain
The mandate, people, services, operating realities and outcomes that matter.
Where AI is already being used, formally or informally, and what that reveals.
Potential uses compared by value, feasibility, consequence and organizational fit.
The people, data, governance, technology and partnerships needed to proceed well.
Priorities, owners, next steps and the reasons to act, prepare, pause or decline.
THE STOP RULE / VALID OUTCOME
Stop when value is weak, a simpler alternative is better or risk cannot be reduced to an acceptable boundary.
Read the method →The method
The MANUAL Method moves through organizational context, capacity, value and risk, the right next step, operating practice and review. It guides an engagement; it is not a maturity score, a certification or a promise that AI is the answer.
Read the MANUAL Method→The principals
Jason leads workflow design, implementation and measurement. Sagar is a community builder, entrepreneur, impact investor and technology advocate who connects traditional industries, emerging technologies and community development.
Meet Jason and Sagar→
The field guide
The longer argument behind the practice: how to assess a real use case, specify an evidence contract and build the conditions needed to carry a useful result forward.
The starting-point brief
Name the mandate, the priorities, the people involved, where AI is already appearing and the questions leadership needs to answer. Keep the output as a brief for the first conversation.
Prepare the brief →
