AI consulting for the C-suite
You bought the licenses. Nothing changed.
The failure is organizational, not technical. We analyze your firm the way an acquirer would — then implement AI across it.
of GenAI pilots show no documented P&L impact.
Roughly nine in ten of your employees already use AI personally, every day. The individuals crossed the divide. The organizations didn’t.
Seventy percent of what decides AI success is people and process. Ten percent is the algorithms.
MIT NANDA 2025 · S&P Global · BCG · documented, not “proven”
of organizations now use AI in at least one function.
abandoned most of their AI initiatives in 2025 — up from 17% the year before.
of employees open the BI tools you already bought. Flat for seven years.
The method
We analyze your company the way an acquirer would. Before one does.
How work actually moves through a 50–200-person firm. How decisions actually get made. Where the hours actually go. Which systems of record have drifted from reality. That size band is the specialty — not a segment of a bigger practice.
Most of the work that moves your business never reaches your systems — 57% of meetings never create a calendar invite; 47% of new records carry a critical error on the day they’re created.
Your system of record isn’t lying. It’s downstream of a conversation nobody logged. No platform can see that from the outside — finding it is analysis work.
The lens points at systems, never people. No sentiment, no scoring of your people — and findings surface as resilience, not replaceability.
Automate the routine. Spend AI only where judgment is required.
Every role decomposed into tasks; every task scored on what actually decides automatability — then sorted: automate, augment, or leave alone. At every level, both layers: routine work removed from your people, visibility returned to your managers.
Your KPIs are quarterly. Your business changes daily. Redesign the flow of information and the operating cadence follows.
The call
Buy, build, or don’t. One accountable call per function.
The founder’s own 200-person firm buys Hebbia, Langdock and Claude — and he built what no vendor sells. Some platforms will fit your organization as part of the whole. Some won’t. Sometimes custom software is needed. Often it is not.
Buy
General reasoning, document Q&A, transcription. Commoditising fast — don’t build these.
Build
The thin layer that depends on your objects, your permissions, your definition of “stale.” Full-stack developers when needed.
Don’t.
Outside the frontier, the honest answer is “not yet” — documented, and re-scored as the frontier moves.
What the calls assemble into
Real-time, actionable intelligence at the management level. AI and automation across the organization. None of it is exotic — and nobody assembles it for a 150-person firm.
No referral fees. No partnership tiers. No reseller margin. The biggest consulting brands are now revenue-linked to specific model vendors — conflicted on the one question that matters. We are not. If the whole answer is “buy one tool,” we name the tool and step aside. That outcome is fine. It is not the business.
How it runs
Five phases.
A gate at each.
Every phase ends at a decision gate where you can stop — including at the diagnosis.
The playbooks are yours, in your systems, editable without us.
Management interviews, systems and data-flow mapping, decision-rights tracing — the way an acquirer would. Weeks, not quarters.
Where AI dependably works in your firm — role by role, task by task.
Buy, build, or don’t — one accountable recommendation per function. Sometimes it ends here.
Identity and access wiring, data-permission remediation before enablement — the reason 40% of Copilot rollouts slipped three months — and workflow redesign with the line managers who own the work.
A seat in your operating meeting. The task map re-scored as the frontier moves — roughly every four months. Steps down to advisory when your team is ready.
Proof — a system we built
Used daily by 20 bankers across 20 live deals. Built in three months.
Mail, calendar, chat, transcripts and the system of record — resolved onto live deals, watched for drift. Not a recommendation engine: “this is no longer true.”
Elapsed time and reply behaviour. No sentiment, no scoring of your people.
Avg. days to counterparty response
Up 12% quarter over quarter.
Reviewed at the quarterly planning session
No reply in 11 days.
- Normal
- 2 days at this stage, across your last 40 processes.
- Evidence
- S. Chen, 28 Jul — “will revert with revised marks.”
- Move
- Follow-up drafted, in your voice, on the open item.
Delivered this morning, 08:12
The return is time-to-know, not headcount: one recovered week, on one deal, once a quarter.
Never decide. Always cite.
Every claim links to the message it came from.
No new interface.
It arrives where your people already work.
Entitlements at the data layer.
It inherits your permissions. It never creates a new perimeter.
How would you know today if one of your engagements had gone quiet? That is the question this system answers — for deals. Yours might be matters, loads, work orders, or admissions.
Every number here comes from one firm: the founder’s own. That is the point. A reference call is available.