Six services, one team
Consulting defines what must change and which indicator will measure it. Engineering builds the software and AI agents that carry out that change.
Investment projects
Development of investment projects and evaluation of their technical and financial feasibility using the FEL methodology.
The FEL (Front-End Loading) methodology defines the project progressively before the investment is committed. Each step forward in definition reduces the technical and economic uncertainty of the decision.
The firm develops the project from the initial idea to the investment decision: scope, conceptual and basic engineering, cost estimation, and financial evaluation.
- Scope definition and technical alternatives.
- Conceptual and basic engineering.
- Capital and operating cost estimates.
- Technical and financial feasibility assessment.
- Decision document for senior management.
- The investment decision is made with the project defined and the risks identified.
- Alternatives are compared using consistent technical and financial criteria.
- The approved project moves into execution with documented scope, costs, and assumptions.
Project management
Management of investment and operational transformation projects on behalf of the client.
The firm manages the project on the client's behalf: scope, schedule, budget, risks, vendors, and communication with senior management.
Project management is independent of technology and construction vendors. The information the client receives is verified before it is reported.
- Project plan and governance structure.
- Schedule, budget, and risk register.
- Progress reports for senior management.
- Vendor management and coordination across departments.
- Project closeout and documentation.
- Senior management knows the actual status of scope, schedule, costs, and risks.
- Scope changes are approved before they are executed.
- Vendors work with a single counterpart who understands the process and represents the client.
Process analysis and improvement
Analysis of the current operation and design of the target process to improve efficiency, control, and costs.
The team surveys the operation as it actually runs: flows, roles, systems, times, and costs. The analysis identifies rework, waiting, errors, and points without control.
The target process design is built with the people who run the process and documented for implementation. It defines which tasks remain with people and which can be performed by software or AI agents.
- Map of the current process with times, volumes, and friction points.
- Diagnosis identifying losses and control risks.
- Target process design with roles, controls, and indicators.
- Prioritized implementation plan.
- Functional specification of the automations.
- The process is documented in a single version shared across departments.
- Senior management prioritizes improvements based on analysis of the actual operation.
- Automation points are defined before any software is built.
Organizational strategy
Strategic priorities translated into structure, roles, and indicators.
The firm supports senior management in defining priorities and translating them into concrete decisions: what is done, who does it, and how it is measured.
The work starts from the organization's actual situation and ends in a structure, job descriptions, and indicators that guide day-to-day management.
- Strategic priorities with objectives and initiatives.
- Organizational structure design and job descriptions.
- Management indicator dashboard with definitions and sources.
- Roles and responsibilities for adopting technology and AI agents.
- Decision agenda for senior management.
- Strategy becomes an agenda of decisions with assigned owners.
- Each position has a defined scope, indicators, and reporting line.
- Senior management reviews performance with a shared dashboard and common definitions.
Agentic engineering
AI agents that perform specific tasks within analyzed processes.
The team designs, builds, and deploys AI agents that classify documents, extract data, query systems, draft communications, and check the consistency of information.
Each agent starts from an analyzed process, operates within explicit limits, logs its actions, and hands the case to a person when appropriate.
- Identification and prioritization of use cases.
- Functional design of the agent: scope, rules, supervision, and traceability.
- Development and integration with existing systems.
- Testing with the organization's actual data.
- Operating documentation and training for those who supervise the agent.
- Repetitive tasks are performed without manual intervention, with every action logged.
- People focus on exceptions and on decisions that require judgment.
- Senior management can explain what each agent does, within what limits, and who supervises it.
Applied software
Custom software development and integrations when available software does not solve the process.
The firm develops internal applications, integrations, and dashboards when available tools do not solve the process or force the operation to adapt to the tool.
Development follows a functional specification derived from the process analysis. Existing systems are kept and connected to one another.
- Technical architecture and data model.
- Internal applications and system integrations.
- Management dashboards connected to operational data sources.
- Source code, technical documentation, and operating manuals.
- Maintenance and evolution plan.
- Scattered information is consolidated in a single system, with a record of who did what and when.
- Existing systems are integrated without full migrations.
- The organization owns the code and documentation needed to maintain the solution.
One team, from analysis to implementation
Services can be engaged separately or combined within a single project. Process analysis defines what is automated; agentic engineering and applied software build it; project management leads the implementation. Definitions, indicators, and the team are shared throughout.
A point of entry for each situation
Some organizations already have a diagnosis and need to implement; others have software and need to put in order the process around it. An initial meeting serves to identify the most suitable point of entry.