Freelancers Show Enterprises the Path to AI Agility: An Interview with Audra Nichols, Chief Operating Officer at MBO Partners

In this exclusive TechBullion interview, we speak with Audra Nichols, Chief Operating Officer at MBO Partners, to explore how enterprises can learn from independent professionals to foster AI-driven agility. With over 25 years of experience in transformation leadership, Audra shares her insights on the freelancer-led shift in AI adoption, strategies for embedding AI into corporate culture, and the steps businesses can take to close the skills gap and maximize ROI on AI investments.

From branding AI internally to breaking down corporate bureaucracy, Audra highlights actionable strategies for organizations to stay ahead in an AI-driven world, while also explaining why delaying AI adoption could be a bigger risk than jumping in and adapting along the way.

If you’re looking to understand how AI is reshaping workforce dynamics and how enterprises can integrate freelancers into their AI strategies, this is a conversation you won’t want to miss.

Could you begin by introducing yourself, sharing some insights into your background, and giving us an overview of MBO Partners?

For the last three years I have had the honor of serving as MBO Partner’s Chief Operating Officer; I am responsible for all talent and client-facing services for MBO’s portfolio of independent contractors and enterprise clients, including client implementations for MBO products and solutions. I also have oversight of the MBO India Center, product development, engineering, and the operational excellence functions of our growing business.

Most recently, I was the Executive Vice President at UnitedLex, driving legal services transformation for growth, scale, and client impact. Before that, I spent time at PwC and Arthur Andersen, bringing 25 years of experience in leading large-scale transformations, building high-performing teams, and managing major acquisition integrations for PwC’s U.S. Advisory business.

At MBO, our mission is to make it easier for enterprise organizations and top independent professionals to work together. Our comprehensive enterprise solutions allow clients to source exceptional talent, scale their independent workforce and optimize their workforce management practices. With vast experience and industry expertise, MBO helps enterprises build a better, independent workforce for the future.

Fundamentally, I am a leader of change. The more complex and stickier a business problem, the more passionate I am to achieve the impossible. And I wake up every day believing I can change the world. 

The new research from MBO Partners shows a striking rise in freelancers positioning themselves as AI experts. What’s driving this shift, and why are freelancers leading the charge in AI adoption compared to traditional employees?

Freelancers are at the forefront of AI adoption because they are inherently adaptable, self-motivated learners who need to stay ahead in a competitive marketplace. Intellectual curiosity is a core characteristic of an entrepreneur – frankly, it’s more than a competitive edge, it’s survival, so it should be no surprise they are ahead of the curve in this space. Despite widespread media reports about AI replacing workers, few independent workers are concerned about AI taking their jobs (only 7%). 

Our MBO Partners research shows that 65% of independent workers now use generative AI, a significant rise from 37% in 2023. Unlike traditional employees, freelancers have no corporate training programs to rely on, so they must continuously upskill to remain competitive. They see AI as a tool for enhancing their efficiency, broadening their service offerings, and improving client outcomes. This accelerates their adoption and resulting expertise.

How are freelancers using AI to deliver better client insights, simplify repetitive tasks, and boost creativity? What can enterprises learn from their approach to staying competitive?

Let me start with the punchline: Nothing kills innovation and speed like corporate bureaucracy. Freelancers, by necessity, take a hands-on approach to AI, experimenting with tools in real time rather than waiting for formal corporate training. Self-guided learning is part of their daily routine, allowing them to integrate AI into their workflows naturally. Enterprises can adopt this mindset by fostering AI adoption through internal innovation labs, solution challenges, and pilot programs that encourage employees to explore AI’s potential in their day-to-day work.

Freelancers leverage AI to deliver sharper client insights, using tools like ChatGPT and Bard for data analysis, trend identification, and industry research. AI-powered platforms such as Salesforce Einstein and Mixpanel help predict client behaviors, enabling freelancers to offer more customized and relevant strategies. Those who master AI for market research and personalized recommendations gain a competitive edge, distinguishing themselves with fact-based insights that drive client success.

Creativity and efficiency also get a boost from AI, with freelancers using generative AI for content, design, and even coding. Tools like DALL·E and Canva enhance branding and visuals, while AI-driven brainstorming assists in scripting and copywriting. Our research shows that 68% of freelancers use AI for writing, and 65% say it enhances creativity. Even basic automation—such as AI-powered invoicing, scheduling, and template generation—frees up time for strategic work. Enterprises should take note: AI isn’t just a tool for efficiency; it’s a catalyst for innovation and competitive advantage.

You’ve mentioned strategies like “branding AI” internally to drive adoption. Can you elaborate on this concept and share practical steps enterprises can take to develop internal AI champions?

This is my favorite topic because it is what we have done at MBO Partners, and quite successfully! “Branding AI” means positioning AI internally as a business enabler rather than focusing on it as a disruptive force, which can be scary to some who don’t consider themselves “technologists.” We have created Clio, an AI chatbot that gives us immediate access to the information we need to serve our clients and talent. Clio is our friend and is widely used in our business. Here are a few things that we have done: 

• We have a dedicated R&D team developing AI tools to automate processes and enhance employee value. 

• We launched an AI certification program that awards badges to employees who complete specific training courses. This is not mandatory, yet those showing potential are invited to collaborate on AI projects with Product and Engineering teams.

• We talk about it. AI discussions are part of our weekly all-hands meetings and daily communications. Our Product, Technology, and Engineering teams have ongoing ‘AI breakfast’ meetings to talk about the creative application of AI in our ecosystem and to discuss how to apply emerging AI capabilities to our business, increasing proficiency among our staff. 

• Training in AI ethics and appropriate use is a top priority for us. I have a saying that I learned early on in my career: “A fool with a tool is still a fool.” This is commonly now on the agendas of boards, CEOs, and Chief Data and Analytics Officers.

These things have helped us to dispel anxiety about AI, spark employee interest and engagement and allowed us to incorporate it into our culture as an enabler. Each day we find new ways to expand and innovate with this technology, adding employees as champions every step of the way.

With 80% of freelancers rating their AI skills as intermediate or advanced, how can enterprises replicate this level of proficiency among their employees? What resources or strategies are critical for closing this skills gap?

With 80% of freelancers rating their AI skills as intermediate or advanced, enterprises need to foster similar adoption by encouraging self-directed AI learning and providing on-demand AI training, like freelancers who use online resources. Embedding AI tools into daily workflows makes using AI as routine as email.

Enterprises can also rethink their approach to upskilling employees. Unlike freelancers, who learn AI through hands-on experimentation, enterprises often rely on structured but slow-moving training. On-demand AI training, incentivized experimentation, and embedded AI mentorship within teams allow employees to gradually adopt this way of working and refine their skills. The goal isn’t training, which is only a means to an end… it’s building a culture where AI is second nature. You can start bottoms up and really create a groundswell; and sometimes this approach drives broader and deeper adoption.

Your research showed that nearly 60% of freelancers say AI has made them more competitive in the marketplace. How can enterprises harness this mindset to transform their own teams and remain ahead of the curve in their industries?

AI adoption should be forward-thinking instead of treating it as an afterthought. The independent mind does not even challenge this. At MBO, where we have a worker base focused on enabling the independent and their role in the enterprise, this is always top of mind. We simply call it “a new way of working.” 

This means we encourage and reward different ways of thinking about old problems and staying out of the ‘we’ve always done it this way’ mindset. Create opportunities for internal challenges where they must use some form of AI to improve standard processes in functional teams, or have executive teams showcase ways AI is used in their daily work-life to give permission and encouragement. Do not underestimate the critical importance of your executive team leading by example. A key barrier to trust and acceptance is when senior leaders say one thing but do another. Model innovation or stay where you’re at. Don’t let these opposites co-exist if you expect your business to stay competitive.

As companies invest in generative AI, what are the most effective ways for them to maximize ROI? How can they ensure these investments translate into tangible business outcomes?

Tie AI usage to specific business goals, like reducing operational costs, creating capacity, or improving customer insights that have a direct impact on new revenue streams. Do this by providing opportunities for the practical application of AI in areas that provide benefit to individual roles through efficiency, so adoption extends beyond the tech teams. At MBO, our rollout of Clio was led by the business, our Talent Experience Leader, not by Product or Technology. While these teams obviously worked together, having the business take the lead and be the voice of the ‘movement’ sends a message. 

Not only that, but everyone on the team also then established an OKR (Objectives and Key Results), which is how we link the work of every individual to our company-wide annual and multi-year objectives. Have each team measure their own productivity gains, following the example of freelancers who see up to a 30% boost in productivity from AI. We measure it at MBO. In 2024, 91% of our staff base established and managed to an OKR, all of which were focused on a new way of working to achieve our company goals, and 68% of which included some element of AI and automation.

Ultimately, achieving ROI involves leveraging AI as a catalyst for smarter, faster decision-making and making employees more efficient at their jobs, rather than treating it as merely another technological investment. Remember, with no human, there is no AI. 

In your view, what are the biggest concerns C-suite leaders have about AI and the workplace in 2025?

Let’s be honest, the amount of writing and talking about AI in the business world today is not only overwhelming at times, but it can also be downright nauseating (or maybe that’s just me). Tech businesses and consultancies seem to be in a race to the finish line, of course of which there is not one. C-suite leaders in 2025 are constantly assessing which tool to choose and what technology to adopt, as there are a lot of options out there. The reality is there is no perfect answer, and I contend that a delay in engagement is a greater risk to your business than just starting and expanding or changing as you go. This is also an opportunity to engage your workforce to be a part of that journey of selection and impact.

Other areas of focus – I am not sure I would call them “concerns” – are AI’s impact on workforce dynamics and, of course, ethical risks. Also, while AI offers significant efficiency gains, we are always thinking about the challenge of reskilling employees fast enough to keep up with automation. Finally, measuring tangible business outcomes from AI adoption remains a holy grail. Companies need to ensure AI investments deliver real productivity and revenue gains rather than just hype. This means we all need to balance a commitment to AI-driven transformation with our human capital strategy and clear success metrics to be truly effective in the market. What we need to avoid is getting so caught up in “how to optimize through AI” that we’re constantly looking internally and missing the mark with our clients.

Looking ahead, how do you see AI shaping the relationship between enterprises and freelancers? What role will freelancers continue to play in helping companies adapt to and thrive in an AI-driven world?

I think we can expect to see AI further enhance collaboration between enterprises and freelancers (of course I would say that). As companies adopt AI, they will increasingly depend on freelancers for specialized expertise, the ability to move fast, and the unprecedented pressure from consumers and clients to innovate —areas where independent workers are proficient. 

Freelancers, proven early adopters of AI, will assist businesses in integrating AI tools, automating workflows, and optimizing operations. The C-Suite would be wise to tap into this 73-million-person workforce to move swiftly and proficiently. They will need these folks for on-demand AI consulting, content creation, data analysis, and software development, without the need for full-time hires. 

Overall, AI will not replace freelancers; instead, it will increase their value, making them important partners in helping companies remain competitive, experiment with AI, and drive digital transformation. If you ask me, this is pretty much the best of both worlds.