Wrapping Up with AdvisorCheck
We recently closed out a three session AI enablement seminar with the engineering team at AdvisorCheck, run over about six weeks. AdvisorCheck is a small team, so the sessions worked more like hands on pairing and knowledge sharing than a lecture.
The backend engineer moved fastest. He came in already experimenting on his own, and the sessions mostly focused on tightening up his workflow: structuring prompt chains, building his own code review loop, and thinking in terms of "development rails" rather than one off prompts. What looked like a six month runway to get comfortable collapsed down to a few weeks once he had a framework and permission to just start.
The frontend lead picked up the tooling more gradually, and later sessions shifted to getting him set up to run his own work through code review the same way. A good chunk of the value here was simply getting the two of them talking to each other about how they were each using AI day to day. On a two person engineering team there is no excuse for that knowledge staying siloed, but it does not happen automatically either.
We also spent time on guardrails. AdvisorCheck's testing was catching roughly half of what came in as "ready to test," and the fix was not more caution from the developers. It was more complete test automation so the team could move fast without passing fragile code downstream.
By the end of the engagement both engineers had the tools and the technical know how they needed. What is left is a confidence gap: getting comfortable handing an agent more of the decision making instead of keeping tight manual control over every step.
That gap is not really an AdvisorCheck problem, it shows up almost everywhere we run this kind of engagement. Give a developer an agent and the default move is to keep it on a short leash: review every small change, re-prompt at the first sign of friction, never let it touch more than one file at a time. The real unlock comes later, when a developer trusts the agent enough to hand it a larger, more ambiguous piece of work and let it run. It is the same trust building that happens any time a team delegates more responsibility, whether to a junior engineer or a new hire, except the feedback loop is faster and the cost of a bad attempt is lower. That makes it one of the lowest risk places to practice letting go of control, and exactly where coaching style follow ups, rather than another tooling seminar, earn their keep.
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