Change how the company runs, not just how one workflow runs.

No, and we would rather you did not write one. A separate AI strategy tends to end up as a document sitting next to the real strategy, agreeing with nobody and changing nothing.

We take the company strategy you already have and put AI inside it. We work through what AI now makes possible that was not possible when the plan was written, where it would move a metric you are already measured on, and what that changes about the choices in the plan.

You end up with one strategy that has AI in it, and a ranked list of where AI earns its place first. Not two documents to reconcile.

Strategy consultants set the direction, then hand you a document. AI developers build the technology, then hand you a tool. Everything in between is the work that decides whether any of it pays, and that is the layer we work in.

It is one chain: a priority worth moving, the workflow redesigned, who does what and who approves, the agent inside guardrails, monitoring you can see, and a metric that moved. Transformation is that chain, run again and again, across the workflows that matter.

The sprint proves one workflow. It is deliberately narrow, fixed price, fixed scope, and it exists so you can find out whether this works without committing to anything.

Transformation is the level above: the strategy rewritten with AI in it, several workflows redesigned, the operating model changed to match, and agents that compound instead of piling up. It is a different size of decision and it should be taken after you have seen a result, not before.

Automation makes an existing step faster. Transformation changes the workflow that produces the business outcome, changes who is responsible for it, and then measures it.

A fast tool inside an unchanged workflow just accelerates one fragment. That is why the workflow gets redesigned before the agent is treated as the answer.

Yes, and it is the whole economic argument for doing it this way. The first agent is expensive because you are not really buying an agent. You are paying to work out the priority, redesign the workflow, decide who owns what, agree the approvals and establish the baseline. That work is the hard part, and it does not have to be done twice.

The second agent inherits all of it. The strategy is already structured, the operating model already says how people and agents divide work, the governance pattern is already agreed, and the platform compiles the new agent’s harness from the same context. So the second one is faster and cheaper, and the tenth is cheaper still.

Disconnected automations do the opposite. Each one is built from scratch, by someone else, in a different way, and the tenth costs more than the first because now somebody has to maintain nine others.

We are not leaving in the first place. Our people get lighter over time and the engagement does not end. It keeps running with or without us in the room, and that is the difference between a project and an operating model.

If you do stop, the work stays yours. The agents keep running in your environment. The redesigned operating model is how the company works now, with ownership, workflows, agent behaviour, controls and measurement explicit enough that the work does not depend on the people who set it up.

The platform is the part tied to continuing. It holds the strategy, the gaps, the priorities, the actions and the agent configuration in one place, so the next person to pick this up does not restart from a blank page.

No. There is no rip-and-replace and no six-month IT programme.

The agents run in your environment, on your credentials, with access to only what each workflow needs. What changes is how the work is organised, not what software you own.

Longer than 30 days, and it is honest to say we cannot put one number on it. It depends on how many workflows are in scope, how clear the strategy already is, and how quickly the company can actually change how it works.

What we can do is make it visible: the platform puts the transformation work on a timeline with owners and estimates, so you are looking at a sequence rather than an open-ended programme. Transformation and Scale runs monthly from €3,000, and you can stop.

Someone senior enough to change how work is done, and the people who own the processes in scope.

This is the part that decides whether a transformation lands. If the only sponsor is IT, the operating model will not change and the old workflow comes back. We would rather say that at the start than discover it in month four.