Thirty days to know whatchanges, what it’s worth,and whether it works.
From £15,000. Four to eight weeks. Our main engagement. You end it with the work redesigned, a business case in your own numbers, a working demonstration your board has watched, and a specification your technology partner can start building from. One product in three sizes, because a firm examining one process and a firm asking where AI belongs across the company are not buying the same thing.
You stop approving AI investment on faith.
Most AI business cases ask a board to believe a vendor and a hypothesis. That is how firms end up with technology without transformation — the tools live, the work unchanged, the return unprovable. This asks the board to approve something they have already seen working.
The work
How the job is done today, and how it would be done instead. Where people act, where agents act, and what changes for the team.
The operating model
Roles, responsibilities, decision rights, controls, handovers and exceptions once the process changes.
The case
Where you are now, what good looks like, the expected benefit, the assumptions behind it, and how it gets measured.
The proof
The critical piece demonstrated in your own context, in front of the board — enough to support the investment decision.
We are not starting from nothing.
By the time an Accelerator starts, two layers are already established. Those weeks buy the third — the one that needs access to your business.
Already established
The economics of your sector, its value chain, and the processes that carry the money. Brought to the first conversation and corrected by you since.
Assessment and BriefingWhat those weeks buy
How the work actually runs here. The variants, the exceptions and the workarounds nobody documented. Then the redesign, the case and the proof.
The AI AcceleratorWhere we stop
Detailed technical design, architecture and build. Your technology partner’s work — and their revenue.
Your chosen partnerDiscover. Redesign. Prove.
Three stages you will see. Eight steps we follow. Note the third word: we do not deploy — your technology partner does.
Discover
We start with your sector view, then test it against how your business actually runs. Interviews with the leadership team. Walking the process with the people who do the work.
You get: a scored opportunity map and the real current state, not the version in the process document.
Redesign
The heart of it. How should this work be done if AI capability exists? Not “where can we insert a tool” — the process redrawn, and the operating model that has to change with it.
You get: future-state processes and an operating model blueprint.
Prove
The business case in your numbers, the critical piece demonstrated, the measures set, and everything your technology partner needs to begin.
You get: the case, the proof, the specification and the measurement plan.
Executive discovery
Process discovery
Business process redesign
Operating model redesign
Commercial business case
Proof
Implementation definition
Value measurement definition
The AI Transformation Pack.
Everything your board needs to make the investment decision, and the commercial specification your technology partner needs to begin technical design.
Executive discovery findings
Current-state process map
Future-state AI-enabled process
Target operating model
Prioritised AI use case
Commercial business case
Value baseline
Proof of concept
Edge cases and controls
High-level solution architecture
Implementation blueprint
Value measurement plan
Executive decision pack
Your board stops approving technology spend on vendor capability and a hypothesis. It approves a change it can see, costed in its own numbers, already demonstrated.
The method does not change. How much of the business we examine does.
A firm that knows exactly where it wants to look is not buying the same engagement as a firm asking where AI belongs across the company. Same approach, same deliverables — different amount of ground covered.
Small
One defined business area or problem. You already know where you want to concentrate — quoting, invoice processing, service enquiries, document-heavy client work.
Narrow and deep. Around four weeks.
Medium
Several connected business areas. Sales, marketing and service together. Or procurement, supply chain and finance. The opportunity crosses boundaries, so examining one part alone would miss it.
Broader, with depth where the case is strongest. Around six weeks, scoped before we start.
Large
The major functions across the company. For boards asking where AI should be used across the business, and in what order.
Company-wide discovery, then detailed work on what warrants it. Around eight weeks. You get a prioritised portfolio rather than a single case.
Small looks deeply at one part of the business. Medium covers several connected areas. Large looks across the company.
Small · 7–9 interviews
Your leadership team, and three to five of the people who actually do the work.
Medium · 12–16 interviews
The same, plus the head of each connected function.
Large · 20–28 interviews
The same again, plus function leads across the major areas.
Individual conversations, forty-five minutes each, never attributed. Discovery is the cheapest part of the engagement and everything else rests on it, so it scales with the size rather than staying fixed.
How we size it
One question: how much of the business do you want us to examine? You do not need to diagnose your own processes or work out how many days it takes. That is our job, and we do it in the conversation.
If it is genuinely complex
Multiple countries, divisions, sites or operating companies, with materially different processes between them — we confirm the scope before quoting rather than guessing. Simple requirement, standard product. Complex requirement, we scope it.
What Large does not mean: every process in the company mapped and redesigned. That is a different piece of work and it is priced separately. Large means we look across the major functions, then concentrate the detailed work where the commercial case justifies it.
What the Accelerator does and does not buy.
The proof we build is a commercial proof. It is there to answer one question: is this worth investing in? It runs in your context, with your kind of data, in front of your board.
It is not a production system. It is not a full technical solution design, and it is not built to be deployed as-is. Your technology partner turns our commercial specification into technical architecture and a delivery plan. That is their job, and they are better at it than we would be.
Size does not change that boundary. A larger Accelerator examines more of the business. It does not begin the implementation.
Production-grade build. Technical solution architecture. Configuration, integration or security work. Technical testing. Deployment. Managed services.
All of that sits with your chosen technology partner — along with the revenue for it.
Your partner starts from an agreed specification, not a conversation.
This is where most of the cost and delay in AI projects is created — and avoided.
Successful AI transformation needs both. We work alongside your existing technology partner rather than replacing them — and they usually welcome a brief that has already been agreed commercially.
Usually you already own most of what the case needs.
Microsoft 365 Copilot
Worth something once the work around it is redesigned. Otherwise it speeds up the same meetings.
Copilot Studio and agents
For handing over defined parts of a process. The value comes from the design, not the agent.
Power Platform and Dynamics 365
Where the workflow has to change because the operating model changed.
Azure and your data
Where the data has to be right before anything downstream can be trusted.
We sell none of these and take nothing from their sale. The Accelerator works out which of them your case actually needs.
Thirty days is short. Getting this wrong is not.
Most clients reach the Accelerator through the free assessment and a briefing. Start there, and we will both know whether it is warranted.
Book a free assessment