AI strategy and transformation
Most AI budgets go to pilots that never reach production. We audit how your company works today, score every opportunity by payback instead of novelty, and hand you a roadmap with numbers attached, including the parts where the honest answer is not yet.
What we do
If you have never started, begin with the audit. If you have five stalled pilots, start with the roadmap. We will tell you which after one conversation.
We sit with the people who do the work, map the processes as they actually happen, and measure what each one costs in hours and errors today. The baseline nobody has written down.
Every candidate use case scored on impact, effort, risk, and readiness, then sequenced into something your team can start on Monday and your CFO can approve.
A standing seat for the decisions that come after the roadmap: vendor choices, architecture reviews, and the ones that look strategic but are really about procurement.
Your people using these tools properly, with the policy and the guardrails that let them do it without your legal team finding out from a news article.
Maturity
This is the scale we grade against in the audit, and the one we use to argue about what is realistic next. Skipping a level is possible and expensive.
Level01
People use AI tools privately, on personal accounts, with no policy and no visibility. Useful work is happening and none of it is measured or safe.
Level02
Licences are bought and training happened. Individuals are faster, the company is not, because nothing changed about how the work flows between them.
Level03
AI sits inside the systems people already use, on your data and your permissions. The gain shows up in a process metric rather than in anecdotes.
Level04
Whole steps run without a person in the middle, with humans reviewing exceptions instead of every case. Cycle times drop measurably.
Level05
New use cases ship in weeks because the data, the evaluations, and the platform already exist. Each one makes the next one cheaper.
How the audit works
Fixed scope, fixed price, and a deliverable that stands on its own. If you take it to another firm to execute, it will work just as well there.
01Estimate: Week 1
Two days with the people who do the work, not only the ones who describe it in meetings. We are looking for the workarounds nobody put in the process document.
DeliverableProcess maps as the work really happens
02Estimate: Week 1–2
What you run, what it holds, what it connects to, and what condition the data is in. This is what decides whether a use case is six weeks or six months.
DeliverableA systems map and a readiness grade
03Estimate: Week 2–3
Every candidate scored on the same scale: hours saved, error cost, effort, risk, and readiness. One number, applied consistently, so the loudest department does not automatically win.
DeliverableA scored and ranked opportunity map
04Estimate: Week 3–4
The top five written up properly, with costs, payback, and what has to be true for each. Sequenced so the early ones fund and de-risk the later ones.
DeliverableBusiness cases and a sequenced roadmap
05Estimate: Week 4
We present to your leadership, argue the contested cases in the room, and leave you the full working material, not a slide deck summary of it.
DeliverableBoard presentation and all working files
The timings on each stage are a reference from past projects.
What you receive
Written to be executed by whoever you choose, including an internal team or another firm. Nothing in them requires us to be in the room.
Every use case we screened, with its score, the assumptions behind it, and why the ones we rejected did not make the cut.
The top five with costs, expected payback, and the sensitivity analysis, in the format your finance team already approves spending with.
What has to exist for the roadmap to be possible: data, integrations, and platform, with what you already have marked clearly.
An acceptable use policy, an approval path for new use cases, and the review points that keep this from becoming forty unmanaged pilots.
Quarter by quarter, with owners, dependencies, and the decision points where continuing should be re-argued rather than assumed.
Which skills to hire, which to train, and which to keep buying, with an honest view of what an internal team can realistically hold.
Where it pays off
Not a promise about your company. This is where the payback has been clearest in the audits we have run, and where we look first.
Drafted replies grounded in the current policy and the customer's history, with agents approving rather than composing from scratch.
Proposals and quotes assembled from past deals and current pricing, instead of the last similar document someone can find.
Invoice and document processing, reconciliation, and the month-end work that consumes a team for a week every month.
Planning, exception handling, and the reporting that currently depends on one analyst and a spreadsheet nobody else can open.
Screening, scheduling, and onboarding answers, with the parts that must stay human kept firmly human.
Contract review against your own playbook, clause extraction, and knowing which obligations you actually signed up to.
The honest part
We make our money building systems, which is exactly why the audit is priced and delivered separately. If the honest answer for your company is a two-week automation and no AI at all, that is the answer you get, and you can take it to anyone.
Questions
It is fixed-price and scoped to the number of functions you want covered, which is usually between three and six. It is a fraction of a single stalled pilot, and it is deliberately priced so that walking away afterwards is a reasonable decision rather than a sunk cost.
Around an hour each from twelve to twenty people, plus a half day from whoever owns the systems. We work around operations rather than asking them to stop, and we do not need a steering committee to run it.
Usually buy, and we will say so even though building is what we sell. Buying wins when the process is standard and the vendor is credible. Building wins when the advantage is in your own data or the process is the thing that makes you different, and we make that case per use case rather than as a philosophy.
Do not wait, but do not start with the use case that needs the worst of it either. The audit grades readiness per opportunity, and there is almost always something valuable that runs on the data you already keep clean.
In most audits the strongest cases are about capacity, not headcount: the same team handling more, or stopping work that should never have been manual. Where a role genuinely changes, we say it plainly in the report, because finding out later is worse for everyone.
No, and the roadmap is written so you do not have to. Some clients execute internally, some go to another firm, and some ask us. We would rather be the obvious choice for the build than the only one you can use.
Send us the process you have in mind. We will come back with whether it is a good first candidate, what would have to be true for it to work, and what we would look at before it.
The first conversation is free. If the honest answer is that you are not ready, that is what you will hear.