Assess. Build.
Embed. Run.
One method takes AI from a promising idea to a system your business runs on, one step at a time. It delivers both ways we work: Transformation, process first, and Enablement, leaders first.
Each step is scoped separately, with scope, timing and fee agreed in writing, and you can stop at any point.
Assess
Find the work worth changing.
We look at how your people and processes work today and rank where AI will pay off, with a baseline to measure against.
Paid AI-Native Assessment
Build
Build it into how you operate.
We redesign the workflow and build it: connections to your systems, agents for the routine steps, and owners and review points for what matters.
Embed
Put it in your people’s hands.
Executive Workbenches, training and playbooks, so your teams direct and review the work.
Run
Keep it running and improving.
We monitor and fix what we built, measure results against the baseline, and find the next workflow worth building.
Step oneThe AI-Native Assessment
Bring us a process worth improving.
The AI-Native Assessment looks at how your people can work differently with AI, and where your processes can be redesigned, connected and automated. You don’t need to install anything to start.
How it starts
With an introductory conversation about the process and whether we’re a fit. It carries no commitment. If there’s a case to proceed, we propose an assessment in writing: the business question, participants, deliverables, timing and fee. Paid work begins only when you agree.
What we look at
- People and teamsHow individuals and teams could work with AI in the work they already own.
- ProcessesWhere a process could be redesigned, connected to your systems, or automated, and what each change would take.
- Systems and informationWhat each opportunity needs: access, information owners, security and review requirements.
What you receive
We agree the format and depth of these in the assessment scope.
- Prioritized opportunitiesThe workflows and processes worth changing, ranked by business value and by what each would take.
- Current-state measuresHow the work runs today and a starting measure, so results can be judged later.
- Systems and information requirementsThe connections, access, data and review points each opportunity needs.
- OwnershipWho owns each workflow, who reviews the output, and who decides.
- An implementation roadmapA practical sequence: what to build first, what to prepare, and what to leave for later.
Leave with a clear next decision: proceed, resolve a requirement first, or stop.
Fictional assessment example
What a first recommendation can look like.
A made-up field services company and its proposal process show the kind of decision an assessment helps you make. An example of the format, not a client result.
See the finished work for one proposal- Work to improveCustomer proposals wait on equipment lists, rate checks and pricing approval across three people.
- Recommended first workflowDraft each proposal and pricing workbook from the request, the equipment list and the rate card. The account manager reviews it; the CEO approves the price.
- People and information neededThe account manager, the operations lead and the CEO; the CRM, the rate card and the proposal template; and a rule for who may approve a price.
- How to judge the resultMeasure today’s time from request to proposal and the corrections made. Compare a trial run with that starting point.
Confirm the approval rules and who owns the rate card before deciding whether to build a pilot.
What participation looks like
- Start with one business priority and a description of how the work runs today.
- Agree who needs to be involved: the process owner, the people who do the work, and the relevant information or system owners.
- Agree which existing documents or examples are useful and how information will be shared before any access is provided.
- Set the number of processes, working sessions, output format, timing and fee in the scope.
What follows
Where there’s a case to move forward, Build, Embed and Run are scoped separately: building the workflows, making them part of the working day, and keeping them running. You can stop at any stage.
See what we doAlready using the Workbench?
Bring what your people are running. The tasks that repeat across your team are often the best place to start.
About the Workbench