The work, and what it changes.
Three engagements, composed from the problems we’re asked to solve most often. Each one is the same pattern: a problem that costs the business hours every week, a foundation built securely underneath it, and a workflow that hands people back their time.
Illustrative, not client results. These are illustrative composites, not client case studies. Company profiles, figures and timings show the shape of the work; they are not results from a named client.
The board pack that took five people a week.
A 600-person distribution business
The problem
Every month the finance team pulled numbers out of the ERP, the CRM and a dozen spreadsheets and pasted them into forty slides. Five people, most of a week — and the board still asked questions nobody could answer in the room.
What we built
- Claude Enterprise for finance and leadership, with single sign-on and a usage policy
- A staging area for the ERP, which doesn’t allow direct AI access, plus connectors into the CRM and shared drives
- An ontology of customers, products, regions and cost centres, so every number has one definition
- A board-pack agent that drafts each slide, re-checks every figure against its source and flags what changed since last quarter
What changed
| Measure | Before | After |
|---|---|---|
| Board pack | Most of a week, five people | Drafted overnight, reviewed in a morning |
| Figures checked | Spot checks | Every figure, against its source |
| Questions in the room | “We’ll come back to you” | Answered from the same data, on the day |
Thursday 14 March
9:41
Board update ready
now
8 slides drafted · 41 of 41 figures checked · 1 change to review
Supplier renewals
8:12
6 recommendations drafted · 2 waiting for Legal
Weekly operations summary
Mon
Sent to leadership · sources attached
‹ Agents
Sign-off
Board update · for Thursday
Sources
12 files · 38 accounts · 9 threads
Checks
Changed since last quarter
- Four new customers live, two in onboarding
- Support backlog down for the third month
- Definition of an active customer changed
Illustrative
The analysts were the integration layer.
A mid-market hedge fund with a twelve-person investment team
The problem
Analysts started at 06:00 copying market moves, broker research and yesterday’s fills into the morning note. Exposure questions waited days, because answering them meant joining positions to hundreds of call transcripts by hand.
What we built
- Claude Enterprise for the investment team, with information barriers between public and private sides
- Connectors into the portfolio and order systems, the research inbox and market data
- An ontology of funds, positions, issuers and documents
- A morning-note agent and an exposure-question workflow, every line cited to its source
Overnight, and what it means for the book
- Asian semis sold off overnight on export-rule headlines; our two largest longs in the group opened lower in Tokyo.PXPMS
- Broker A cut Issuer C to neutral on margin guidance; Broker B reiterated with a lower target.BRK-2BRK-3
- Yesterday’s fills completed the Issuer F add; residual order working in the afternoon session.OMS
- Issuer K reports after the close; consensus and our model diverge on gross margin.CALMDL
What changed
| Measure | Before | After |
|---|---|---|
| Morning note | By hand from 06:00 | Drafted by 06:10, cited line by line |
| Exposure questions | Days, if someone had the afternoon | Minutes, sized by position |
| Compliance | No record of what AI saw | Every prompt and source on the record |
The knowledge base that got shelved — and the one that didn’t.
A 300-person consultancy
The problem
An eight-month project poured every document into one search index. The results were noisy, nobody trusted them, and fee-earners went back to asking around. Proposals were rebuilt from scratch every time.
What we built
- Structure first: a map of clients, engagements, sectors, people and deliverables
- A decade of past work labelled — and checked by the people who did it
- A proposal agent that starts from the most comparable past wins
- Client confidentiality enforced: people only reach the work they were cleared for
Against a pile
Reads thousands of chunks. Most are near-misses; some contradict each other.
Against a structure
Reads four records. The path is the answer, and every step is traceable.
What changed
| Measure | Before | After |
|---|---|---|
| Finding precedent | Asking around, for days | Minutes, with the lead named |
| First-draft proposals | Evenings, from scratch | The same day, from past wins |
| Trust | Nobody used the search | Every answer traced to its source |
Your problem won’t look exactly like these.
Bring the one that costs you the most. We’ll sketch the engagement with you in the first session.
Book a discovery call