Services
Find the work. Build the fix. Hand it over.
Three phases, in order. Each one ends with something you keep, whether or not you continue to the next.
Discovery and roadmap
The AI readiness assessment
We look at how work actually moves through your company — not at your software list. We talk to the people doing the work, watch a few processes end to end, and measure what the slow ones cost you today.
You end this phase with three things:
- A ranked short list of the work AI can take on, scored by hours saved against difficulty.
- A measured baseline for the top candidates, so improvement can be proved later.
- A written roadmap in plain language, sequenced by what to do first and why.
If the honest answer is that nothing here is worth automating yet, the roadmap says that. You still keep the baseline and the findings.
Implementation
One thing at a time, in the tools you already use
We take the first item off the roadmap and build it. Inside your existing workflow wherever possible — the goal is that the person doing the job opens the same thing they opened yesterday and it is simply faster.
Your people use it while we are still engaged, so the awkward parts surface while they are cheap to fix. Then we measure the same metric we measured at baseline and write down the before-and-after.
Ongoing, only if you want it
Not a retainer you have to buy
Some companies want a standing hand on the wheel — a regular review, the next item off the roadmap, someone to call when a process changes. Some want us gone once the first system is running. Both are normal.
Nothing we build depends on an ongoing arrangement. That is the point of the handover.
Does this sound familiar?
The hours are hiding in plain sight
The quote that never came back
Your estimator sends out supplier quote requests. Half never return, nobody has time to chase them, and as bid day closes in the gaps get filled with safe allowances — and safe allowances lose bids.
What’s possible: AI sends and chases every quote request, lands the numbers on the bid board once, and builds the proposal the same way every time — a tighter bid, and less argument later about what’s included. A person approves every step.
The lead that went cold
A request comes in through the website, or a voicemail on a Friday. Three days later somebody finally replies — and the prospect already hired whoever answered first.
What’s possible: every inquiry gets a drafted reply and a proposed meeting time within minutes, from your templates and your calendar. A person reviews it and hits send.
The invoice that went out three weeks late
The job closed. The paperwork didn’t. Every day it sits, you are financing your customer for free.
What’s possible: a draft invoice assembled from the job record the day the work completes — reviewed and sent by a person while the details are still fresh.
The Monday report
Every week, someone spends half a day pulling numbers out of three systems into one spreadsheet nobody is quite sure is right.
What’s possible: the same report assembles itself from the same sources, every week, the same way. The half-day becomes ten minutes of review.
“Where’s my order?”
Customers call to ask where their order is. Whoever answers goes digging through two systems and calls them back — twenty times a day.
What’s possible: status updates go out on their own at each stage — confirmed, shipped, delayed — so the phone stops ringing about things you already know.
The 3 o’clock that never showed
Every empty slot in the book is revenue you can’t get back, and most no-shows would have rescheduled if anyone had time to chase them.
What’s possible: confirmations and reminders go out automatically, cancellations trigger a reschedule offer, and the waitlist fills the gap.
Every one of these is buildable with tools that already exist. None of them removes a person — they remove the retyping and the chasing, and a person signs off on everything that goes out.
And we say “what’s possible” with a straight face because we’ve done it.
These are the hours we go find first.
How pricing works
Scope-based, quoted in writing, before anything starts
We scope the engagement, quote one number for it, and put it in writing. You know the cost before work begins. No hourly meter, no surprise line items, and no discount games — the price is the price.
There is no price list on this page on purpose. A two-person shop and a two-thousand-person company can want the same sentence written on a proposal and mean completely different jobs. Quoting either one from a web page would mean guessing at your expense.
If the scope changes mid-engagement, we requote and you approve it before we keep going. That conversation happens up front, not on the invoice.
What you keep
You own it outright
Every workflow, prompt, configuration, document and account we create for you belongs to you when the engagement ends. No license, no per-seat fee, no hosting you rent from us, no switch we can turn off.
We also write the documentation for someone who was not in the room, and train the people who will actually use the thing. A deployment that only works while we are standing next to it has not been delivered.
Straight answers
Common questions about engagements
Do we have to do all three phases?
No. Discovery stands on its own. You end it with a written roadmap you could hand to anyone — including another firm, or your own team. Plenty of companies run the first implementation themselves after that, and that is a fine outcome.
Why is there no price list?
Because the same words describe very different jobs. Discovery at a two-person shop and discovery across four divisions are not comparable. We scope the specific engagement, quote one number, and put it in writing before any work starts.
Do you bill hourly?
No. Hourly billing pays us to be slow and makes you watch the clock instead of the work. Engagements are quoted as a fixed scope for a fixed price. If the scope changes, we requote before we continue, not after.
Find out if there is work here worth doing
A 30-minute call. Tell us where the time goes in your operation, and we will tell you honestly whether AI is the right fix — or whether it is not.
No pitch deck. No obligation.