We map what your team actually does each week, pick what is worth automating, and build it on the tools you already use.
The model is rarely the problem
When a company says it wants to “add AI”, what usually sits behind that is a process held together by copying and pasting between four tools that don’t talk to each other. A model does not fix that on its own. What fixes it is describing the process precisely, deciding which part a machine can do, and connecting the pieces.
We do not ask you to switch tools: we connect the ones you already use.
That description almost never exists in writing. It lives in the head of the person who has been doing it for five years, and it changes case by case. A good share of the work is getting it out of there before automating anything.
What we do
A process map with real hours. We walk through what each team actually does in a normal week: what comes in, where it goes, where it waits and where it repeats. Without that map, automating just speeds up the mess.
Choosing what to automate and what to leave alone. Not everything is worth it. We rank by hours freed, by how easy the output is to check, and by what an error costs. A ten-minute monthly task doesn’t make the list, however automatable it is.
Connected agents and automations. We build the flows on what you already use — email, CRM, spreadsheets, document store, project tracker — instead of asking you to change tools. The model handles the part that needs judgement; the rest is plumbing, and the two are worth keeping separate.
Documentation and training. We leave written down how each flow works, what to do when it fails and who to tell. And we teach your team to write the agents’ instructions, because the person who knows the process is the one who should be adjusting it.
A review at three months. We measure again with the map in front of us. Some flows will have fallen out of use and should be switched off; others will have been outgrown.
Where it usually starts
In most of the companies we work with the first candidates repeat themselves: inbound lead intake and qualification, preparing quotes and proposals, summarising and following up meetings, the recurring reports someone assembles by hand every Monday, and the first reply to emails or messages that always follow the same script.
None of these replaces anyone. What they do is take away the part of the job that needs no judgement, which is exactly the part that wears out the people who have it.
What we measure
Hours freed per month and what they go into, end-to-end process time, share of cases completed without intervention, and errors the flow catches that used to slip through.
We measure the “before” with the initial map, because three months later nobody remembers how long it used to take. That baseline is half the value of the project.
Why us
We come from measurable marketing, not from process consulting. That shows in two ways: we start with what can be counted, and we distrust long projects that show nothing until the end. We would rather put a flow into production in weeks and argue over real data.
And we run it on ourselves first. The agency operates on its own agents for analysis, production and maintenance; when we tell you where one of these projects gets stuck, it is because it got stuck on us first.
