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Business process automation, document and data-entry automation, support and reporting automation — with a person kept in the loop wherever being wrong would cost more than being slow.
The tasks worth automating are boring and countable. Someone retypes supplier invoices into the accounting system. Someone reads support email and decides who it goes to. Someone rebuilds the same three reports every Monday morning. Each is a measurable number of hours, which is what makes the business case checkable rather than aspirational.
What we will not do is automate a process nobody can describe. If the rule lives only in one person's head and changes by exception, the first deliverable is writing the process down — and roughly half the time, doing that is enough on its own and the automation gets smaller.
Hours per week and volume per month are recorded first, so the saving is measured rather than asserted.
Four defined modes, chosen per step by the cost of being wrong — not by what is easiest to build.
Every correction a person makes is recorded, which is how the automation improves and how you audit it.
Anything outside the normal case is raised to a person with the reason attached.
API integrations against the ERP, POS, accounting package and SaaS tools you already pay for.
Automated actions are logged and, where the action allows it, undoable — including in bulk.
Usually a mixture: deterministic steps handled by ordinary code, and the one genuinely judgement-shaped step handled by a model. Using a model for the parts that are simply rules is how automation becomes expensive and unpredictable at once.
Every automation we build is classified before it is built, and the classification determines the interface. This is the single decision that separates an automation people trust from one they quietly work around.
Before the build we record how long the task takes today and how often it is done. Afterwards the system reports how many items it handled, how many were overridden, and how many it escalated. An automation with a high override rate is a problem to fix, not a success to report, and you should be able to see that number without asking us.
A business where a known task is done by hand many times a week: an accounts team retyping supplier invoices, a support inbox someone sorts by hand, a manager rebuilding the same reports every Monday. What qualifies a task is volume and a process someone can describe, not the size of the company.
If the rule lives only in one person's head, it is still a fit, but the work starts by writing the process down, and that step alone often makes the automation smaller.
Straight answers, including the ones that rule us out.
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Describe your operation and we will come back with a written scope, a fixed price and a delivery date.