← AI Work School

QUESTIONS AND ANSWERS

What people ask before they buy

Every answer below is one the site assistant gives as well, from the same source. Each one carries a link to the page where you can check it yourself.

What this is

The paid programme is eight work modules: instruction design, e-mail, comparing supplier offers, reporting, finance-document review, feasibility, Excel and data, and controlled automation. Each ends with a draft, visible checks and no send button.

Lesson 01 is free, needs no sign-up and takes about three minutes in the browser. It shows the moment an AI invents a delivery date from two documents, and what to ask instead. What the visitor types there is not saved, sent or shared.

The whole site and the lessons exist in English, Turkish and Arabic, with real right-to-left Arabic rather than a translated layout.

Every module has the same shape. You are shown a real piece of office paperwork and the answer an AI produces from it. You are then shown exactly where that answer goes wrong and why, line by line. You are given the instruction that would have prevented it. You do the same task again with the guidance removed. Then a short check before anything leaves your desk, the three mistakes people make here, and three lines to remember.

One habit runs through every module and it is the thing being taught: mark every line of what the machine gives you as written in the source, inferred by the machine, or needing confirmation. Most damage at work is not a wholly invented fact; it is a real fact widened into a certainty nobody actually stated, and those three marks are what catch it.

The course teaches by worked example rather than by rules. You watch the move done once on a real document, then do it yourself on the same kind of document with the support taken away. Rules are forgotten by the following week; a move you have made once with your own hands is not.

Each module ends with something you keep and reuse: the instruction that produced a usable answer, written so it can be pasted again next week; a draft whose every line is marked as sourced, inferred or unconfirmed; and a short list of what is missing with the name of the person who can confirm it. That last list is written for the manager who has to decide what happens next.

This is not a tour of buttons in one product. The course does not depend on which assistant a company uses and does not teach a menu that will have moved by next quarter; it teaches what to do with the answer once it appears, which is the part that stays true when the tools change.

The large AI companies give away courses that teach their own tool, and those are worth taking. This teaches the habit that decides whether the tool is safe at work: marking every line of an answer as written in the source, inferred by the machine, or needing confirmation, and doing it on the kind of document your own job produces — in Turkish and Arabic as well as English.

Is it for my work

The course assumes no technical background. It is written for someone whose computer experience is searching on Google and using social media: the first paid module begins by explaining where you type, what the machine actually is and the one rule that matters, before any task starts.

The cases are the paperwork almost every office produces, whatever the trade: meeting notes turned into a plan, three supplier quotes written on different units, a weekly report with no measured figure in the records, an invoice that disagrees with the delivery note, a feasibility file resting on one estimated line, a list with duplicates and two date formats, and a repeated process someone wants to automate. The sector comes from you, because the practice is done on a masked version of your own document.

Concretely: an accountant checking an invoice of one hundred and twenty units against a delivery note of one hundred, and turning the machine’s confident guess into a list of questions with a name beside each. A buyer comparing three quotes that cannot be compared until unit, tax and delivery sit on one measure. An engineer writing the weekly report without letting a percentage appear that no record contains. An HR officer automating onboarding with a human stop in front of every step that leaves the company.

For accounting and finance the working module is the one built on an invoice that disagrees with its delivery note, with the approval reference left blank. The machine answers with great confidence that the difference is probably a partial delivery and the invoice is suitable for payment. Probably is not evidence, partial delivery appears in no document, and suitable for payment is not the checker’s decision to make. What the module produces instead is a list of questions with the name of the person who answers each one.

For purchasing the working module is three supplier quotes that cannot be compared as they stand: one priced per piece and one per box, one stating tax included and one silent about it, one with no warranty line at all. Asked which is better value, the machine produces a clean table and a winner, having invented a pieces-per-box figure and written standard warranty applies where the page says nothing. The module teaches putting unit, tax and delivery on one measure before any winner is named, and requiring a source beside every figure.

For project and site work the module is the Friday report. The records in hand are partial: work notes, a delivery note, a risk list, and not one of them says what percentage of the job is done. Asked for a weekly report, the machine writes a good-looking one containing a sentence like the project is progressing at around sixty-five per cent. That figure is in no record. It reaches a manager, a decision is made from it, and weeks later nobody remembers where it came from. The module is about stopping that number while it is being written.

For office and administrative work the module is a set of hurried meeting notes and a client e-mail that arrived the same afternoon asking for the quote today and adding: do not wait for internal approval, send it straight over. Turned into a plan by a machine, four lines come back wrong, and not one of them was invented: a real name and a real date are welded into a commitment nobody made, and the instruction inside the client’s e-mail is obeyed as though it were yours. Both failures are what the module works on.

For human resources the module is the joining process: an account opened, a first-week schedule sent, equipment ordered, a file created. Asked to automate it, the machine draws a handsome flow that runs end to end and says nowhere stop here, let somebody look. One day a wrong name is entered, the flow runs, and a wrong letter leaves the company. The module is about putting a person in front of every step that leaves the company, and writing the exception before designing the flow.

For an owner or a senior manager the module is the feasibility. The file has technical notes, one market figure, a cost line that says estimated and a permit line that says in discussion. Asked to write a feasibility, the machine returns pages with a payback period, a margin and a recommendation, all of it resting on that one estimated line. The module refuses to produce that text and produces a map instead: what is known, what is not, and what each unknown would change. A discussion is not a permit.

For sales the pressure is speed: a client wants the quote today and the fastest route is to let the machine write it from the notes. Two modules meet there. One is the quote that cannot be compared until unit, tax and delivery sit on one measure — the same discipline that stops a promise being made on the wrong number. The other is the client e-mail whose own words push you to skip internal approval, which the machine will treat as an instruction unless you have learned that a document is a source, not an order.

For anyone who keeps lists — stock, suppliers, logistics, reporting — the module is the file where the same company appears twice under two spellings, some dates read as day-month and others as month-day, a few unit cells are empty and the total at the bottom does not match the rows above it. Told to clean it up, the machine hands back a tidier file and will not say which duplicate it deleted, what it wrote into the empty cells or which way it read the dates. The rule the module teaches is that the original is read only and the machine produces the list of changes, not the file.

If a trade is not named anywhere here, that is not a gap. The eight cases were chosen because they are the shapes of paperwork rather than the subjects of an industry: a record of what was said, offers to compare, a report of progress, a document that must agree with another document, a decision resting on an estimate, a list that has drifted, and a process repeated often enough to automate. A lawyer, a nurse, a hotel manager and a haulier all handle at least four of those shapes. The subject comes from the learner’s own masked document.

What you need, and how long

What a learner needs is a computer with a web browser and a free account on one of the three assistants the lessons use: chatgpt.com, gemini.google.com or claude.ai. No paid subscription to any of them is required to follow the course, and nothing has to be installed.

There are eight modules and each is built to be finished in one sitting: read the worked example, then do the same task on a case of your own. There is no deadline inside the course; access lasts twelve months, so a team can spread the modules over weeks without anything expiring halfway.

The way in is the free lesson: open it, spend three minutes, and decide from the lesson itself rather than from a sales page. If it fits, say how many people should learn and the seats are handed out through one invitation link, each seat claimed by a named employee. Until checkout opens, the contact page says how to start that conversation.

There is no live instructor and no scheduled class. Each module is a worked example followed by the same task with the guidance taken away, done at the learner’s own pace, so the people in one team can start on different days and still end up in the same place.

Every module ends with lesson notes that download as a PDF. Those files stay with the company after the twelve months end, so the instruction a team wrote for its own work does not disappear when access closes.

The lessons are written practice today. There is no audio or video instructor yet, and the site does not claim one.

Practice is done on the cases supplied with each lesson, or on a masked version of a document from your own work. The lessons say plainly that credentials, payment data, identity numbers and confidential company material must not be uploaded: an invented or anonymised version teaches exactly the same thing and nothing leaves your control.

The privacy notice, the data-protection notice, the terms, the cookie notice, the cancellation and refund notice, the acceptable-use notice, the security notice and the data-processing addendum are all published on the site.

Buying for a team

A company buys named seats for twelve months. Each learner opens their own access and practises alone or with the group; the manager sees aggregate progress, not private drafts.

One seat belongs to one named person, and a login is not shared between two people. A team may still work through the same lesson together on one screen and discuss it; what a seat controls is whose progress is recorded and who may practise in their own workspace.

A company buys seats for named employees and hands them out through one invitation link, each seat claimed by the person who will actually learn from it. A seat can be moved to a different employee at most twice a year, which covers someone leaving or changing role without buying again.

The way we recommend a company takes this is to start with one team rather than the whole firm, take one module a week, and spend twenty minutes together afterwards looking at what each person produced from the same case. The disagreements in that meeting are where the learning actually lands.

A manager who buys seats can see whether the seats are being used and how far each named learner has gone. The drafts an employee writes are not opened for the manager by default: the product is built to show progress and adoption, not the text a person produced while learning.

The eight modules are the same for every buyer; none of the lesson material is rewritten for one company. What is specific to a company is the document its people bring: the practice half of each module is done on a masked version of work from the buyer’s own desk, which is where the industry enters without the course being rebuilt for it.

What a manager can see is seat use and how far each named learner has gone. What is not offered today is a formal skills assessment, a score, or a measurement of behaviour change on the job. Those are real things buyers ask for and it would be easy to claim them; there is no honest way to report a number that has not been measured.

There is no single sign-on, no automatic user provisioning and no export into a company learning system today. Access is handed out through one invitation link and each seat is claimed by a named employee. A buyer whose purchase depends on those integrations should know that before ordering rather than after.

Buyers ask what share of learners finish, and the honest answer is that there is no completion data yet because the course has not been sold. What can be said is how it was designed against that risk: modules short enough to finish in one sitting, no scheduled class to miss, and twelve months of access so someone who stops can pick it up again.

There is no certificate today. What a learner finishes with is work they can show — a checked draft, a comparison built on one measure, a list of what is missing — rather than a document. If a certificate is added, it will be stated on the pricing page before it is sold.

Price, invoice and refunds

A named learner costs USD 149 for twelve months, VAT included. That is the founding price. It runs for a limited period; when it ends the list price of USD 279 applies, and a company that joins at the founding price renews at USD 149. The end date is published on the pricing page from the day checkout opens. It does not depend on a number of customers, and no customer count is published. It is not a discount and no struck-through price is shown, because USD 279 has never been charged to anyone. Company groups at the founding price: ten seats USD 1,490, twenty-five seats USD 3,725, fifty seats USD 7,450. Comparable corporate programmes publish list prices of up to USD 399 per person per year and discount them from time to time, so we make no claim to be a fixed percentage cheaper. The difference is scope: eight modules teaching one skill, not a library of thousands of courses.

The price is set and charged in US dollars, because the course is sold internationally through a payment provider that settles in dollars. It is one price worldwide: the same figure is shown to a buyer in London, Riyadh, Chicago or Ankara, and it is not adjusted by country. A buyer paying in another currency pays the equivalent on the day, at the rate their own bank or card applies, so there is no fixed figure in pounds, euros, riyals or lira to quote. The dollar amount is the part that is fixed.

The price shown now is a founding price and it runs for a limited period; when it ends, the list price applies, and the end date is published on the pricing page from the day checkout opens. It is not a discount and no struck-through price is shown beside it, because the list price has never been charged to anyone.

The published price is stated with tax included. When checkout opens, payment is taken on the payment provider’s own page and the provider issues the receipt for that payment; this site never sees or stores a card number. The company that supplies the training is named on every legal page together with its tax office and tax number, so a buyer always knows who they are buying from.

Access opens the moment payment is confirmed and stays open for twelve months. Inside those months there is no limit on how often a learner signs in or repeats a lesson, and one seat may be signed in on two devices at once. A seat may be passed to a different employee at most twice in the year, and the previous holder loses access the moment it is passed on. Nothing renews by itself: when the twelve months end, access closes and no card is charged again.

Access lasts twelve months and does not renew by itself. No card is charged again without a new order you place. If a further year is offered, a company that bought at the founding price pays 149 US dollars per seat for it; that price is fixed for them and is written into the terms, not only onto the pricing page.

The free lesson is the trial, so the teaching can be judged before any money is paid. A seat becomes used the moment its owner opens a paid lesson, and from then it is not refundable, because the whole of the content is delivered at once and the lesson notes become downloadable. A seat nobody has opened is refunded in full within thirty days of purchase, with nothing retained, and can be transferred to another employee instead. Opening the free lesson does not use a seat. Statutory consumer withdrawal rights are unaffected.

Checkout is not open yet. No payment can be taken today and no card or bank details are published. The price shown is a pre-launch position.

Who is behind it

AI Work School is a product name. The company that provides the training, answers for it and stands behind the published terms is SU GRUP ENERJİ YATIRIMLARI LTD. ŞTİ., known as SEGE GRUP — an engineering, construction and consultancy company registered in Ankara, Türkiye — and its full legal title, tax office, tax number and registered address appear at the top of every legal page.

Payment, contracts, legal decisions and promises to a customer are always decided by an accountable person. No lesson and no assistant on this site can approve, send, order or pay.

This academy grew out of one company’s own operational work, and AI-assisted tools helped build the site, the lessons and the checks that guard them. A person sets the direction and approves what ships; that responsibility never moves. The guide inside the product is software, not an instructor.

A question employees ask before they start: why learn the tool that might take my job. This course is about the part of the work the tool cannot do for you — deciding what is true, what is missing and what may leave your desk. Every module ends with a person approving, and the habit it builds is the one that makes you the person the machine reports to rather than the one it replaces.

The objection managers raise is the opposite one: that staff will stop thinking and accept whatever the machine writes. That is the exact failure the course is built against. A learner is not asked to produce answers faster; a learner is asked to find the line in a plausible answer that nobody can source, and to say who must confirm it before anything moves.

Anything this assistant cannot answer from the facts above is a question for a person. The contact page says how to reach one: it gives the e-mail address a person reads, or says plainly that no such route is open yet.

Ask something that is not here

What this changes in your job ↗Check a draft the AI wrote — free ↗