AI implementation tells you whetherthe technology works. This tells youwhether the investment works.
£5,000 a month, twelve-month initial term. We stay commercially involved while your technology partner builds — and afterwards, when the question changes from “is it live?” to “did it pay?”
“It went live. Nobody can tell us what it returned.”
A build can succeed technically and still fail commercially. The partner delivers what was asked for. It passes testing. It goes live on time.
And then, twelve months later, nobody can answer the only question the board actually cares about. Usually for two reasons. Nobody wrote down what performance looked like beforehand. And somewhere during the build, small technical decisions quietly changed what the thing does.
Neither of those is anyone’s job to prevent. That is what this is for.
The baseline was never taken. Once the new system is live you cannot go back and measure the old one.
The design drifted. Reasonable technical choices, made one at a time, add up to something different from what was approved.
The measures were never built in. Nobody asked for them during the build, so the data to prove the return does not exist.
Nobody owned the question. The partner’s job ended at acceptance. Finance moved on. The board stopped asking.
During the build, and after it.
It is one product because the commercial thinking should not disappear while the technology is being built.
Is what gets built still what the board approved?
We do not manage the technical programme. Your partner remains fully responsible for delivery. We check commercial integrity at four defined points.
Is what we built delivering what was approved?
The question changes. We measure what actually happened against the case, find where value is not showing up, and bring decisions to the board.
Four gates. Not open-ended project management.
Defined points, not a standing seat in every meeting. That is what keeps this affordable and keeps us out of your partner’s way.
Mobilisation
Has your partner correctly understood the new process, the operating model, the business case, the edge cases and the measures?
Design integrity
Are technical decisions quietly changing the commercial outcome the board approved?
Pre-go-live readiness
Are the processes, controls and measurement mechanisms actually in place before it goes live?
Value baseline
Can performance now be measured against the case? This is the gate that makes everything afterwards possible.
Three kinds of evidence, joined up.
Most organisations have the first. Some have the second. Almost nobody connects either to the third. The point is not another dashboard — it is the chain between them.
AI performance
Usage, activity, adoption, and how the models or agents are performing.
Operational performance
Cycle time, throughput, exceptions, how often a person still has to step in, and what the process now produces.
Economic performance
Cost taken out, capacity released, revenue and margin effect, cost avoided — against the case that was approved.
AI activity → process performance → economic outcome. Measured against the baseline taken before anything was built.
We are not a software company. The Value Tracker is a measurement method and a commercial data model, set up wherever practical inside the systems you already have — usually your Microsoft estate, alongside the line-of-business systems the process actually runs on. Your technology partner exposes the data; we decide what it means commercially.
It is the only stage that reaches “measured”.
Everything we tell you carries an evidence status. Three of the four can be reached before anything is built. The fourth cannot.
Without this stage, the best you will ever have is a well-argued expectation.
A closed commercial loop — and it never runs through the build.
This is not a delivery lifecycle. It is a loop that starts at the decision your board made and comes back to it.
Phase A · protecting what was approved
Phase B · proving what it returned
Back to the start — the evidence identifies the next thing worth doing, and the loop runs again.
One quarterly session where the numbers are on the table.
An AI portfolio view
Every material initiative in one place — owner, business case, and what it has actually returned so far.
Variance analysis
Expected against actual, in economic terms rather than usage statistics.
Value at risk
Where the return is not materialising, surfaced while there is still time to do something about it.
A quarterly executive review
A proper decision session with the Chief Executive, Finance Director and Chief Operating Officer — not a status update.
Portfolio decisions
Every initiative classified: scale, optimise, correct, stop, or look at next.
An annual review
What the portfolio returned over the year, what was learned, and where next year’s money should go.
This is not a second project manager.
Not technical programme or project management. Not development or sprint management. Not solution architecture. Not tenant administration. Not technical testing or security work. Not support or managed services.
Nor does £5,000 a month buy unlimited access to consultants. It buys four defined gates, a measurement model, a quarterly executive session and portfolio decisions.
Your technology partner keeps delivery, support and the ongoing revenue. We are not competing for it.
Formalus. The integrity of the commercial design, the measurement, the evidence, spotting where value is slipping, and steering the decisions.
Your management team. The business outcome. Acting on the evidence, resourcing the change, running the business.
Your technology partner. Technical delivery and operation.
We measure and steer. We do not promise you a number — nobody honestly can.
The baseline has to be taken before the build.
A baseline taken beforehand is evidence. One reconstructed afterwards is an argument. That is why this normally starts at the close of the Accelerator, not after go-live.
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