Services
One process at a time
Not “what artificial intelligence can do” — which process of the business improves, and what you see quickly.
Where we start
Many opportunities — start from one to three processes with the highest value.
- Emailclassification, replies, follow-up
- Saleslead qualification, quotes, customer records
- Customer servicereplies and tickets
- Documentsextraction and comparison
- Administrationinvoices, orders
- Marketingresearch, content, campaigns
- Managementreporting and results
- Purchasingsupplier comparison, prices
- HRdocumentation and workflow
- ITmonitoring and internal support
The services
| Service | The process it optimises | What you see quickly |
|---|---|---|
| Incoming | Routing requests, email and contacts as they arrive | The right request reaches the right person, immediately; real contacts stand out from the noise |
| Preparation | Before a call or a meeting: the picture of what the company knows | You arrive prepared, with the context already gathered |
| Documents → decisions | An incoming document: obligations, deadlines, tasks | The list of what has to be done, with sources cited |
| Meetings | From a transcript to decisions, owners and tickets | No more “who does what” from memory |
| Approvals | Anything that goes outside | A blocking human gate, with the trace of who approved what |
| Presence and content | From the keyword to the published, maintained site | Presence grows without a separate editorial project |
| Administration | Invoices, deadlines, reconciliations | Deadlines stop being missed |
| Measurement and filtering | The repetitive decisions: routing, weighing, filtering | You see how many requests the system handles alone and how many it does not |
Alongside these, with the same method: multilingual websites · search and content · branded deliverables — analyses, reports, documents meant to be read by a client, an investor or an authority.
How we know it worked
We count the occurrences, the time per occurrence, the hourly cost and the total hours on your process. Then we run the same count again once the system is in use. The difference is time freed — counted, not estimated.
The count is economic, not a fashion: what the time frees, plus what it earns, plus the errors avoided, minus the cost of the system. If the count does not add up, we say so.