Change the work beforeyou change the technology.
Most AI spending disappoints for one reason: technology without transformation. The tools get switched on and the work never changes. This page sets out what we own, where your technology partner takes over, and how the two fit together.
AI doesn’t create value. Better ways of working do. AI simply speeds them up.
Put more precisely, for the people who have to sign the cheque: technology capability does not decide where AI creates value. The economics and the work of the business do.
Six steps, and the order matters more than any of them.
Almost every disappointing AI programme did these in a different order.
Understand how the business makes money
Where value is created and captured in a firm like yours, and which processes carry it.
Find where AI changes the economics
Not where AI is possible. Where it moves revenue, margin, cost, capacity, cycle time, quality or risk.
Redesign the work
What people do, what agents do, and what changes for the team doing the job.
Prove the case
Demonstrate the biggest opportunity in your own context, in front of the board, before the money is committed.
Let the technology partner build it
Your Microsoft partner or MSP delivers against a specification that has already been agreed commercially.
Measure and steer the value
Track what the investment actually returns against the case, and act when it drifts.
Six lenses. Not six workshops.
Six questions asked of the same thing. An opportunity that looks strong through one lens and weak through another is the most useful conversation a leadership team can have.
Economics and customer
How the business makes money, who pays, and which numbers decide the year.
Strategy
Where the business is going, and what it has decided not to do.
Process and operating model
How the work is done, who does what, and how performance is reviewed and decided.
People and capability
Who does the work, what changes for them, and whether the organisation can absorb it.
Systems and controls
What is already owned, what it can do, and what governs its use.
Data
Whether it exists, can be trusted, can be reached, is owned, and should be seen.
What we bring. What we earn.
Each stage goes one layer deeper than the last. Nothing is claimed before it is known.
What we bring
The economics of your sector, its value chain, and the high-level processes that carry the money. Built from sector standards, published research, and interviews with people who run these businesses.
Present from the first forty-five minutesWhat we test with you
How that work is typically done in firms of your type. We present it to be corrected, never asserted. Where you run it differently, that difference is the finding.
The Executive AI BriefingWhat we earn inside your business
How the work actually runs here — the variants, the exceptions and the workarounds nobody wrote down. That needs access, and it is what the Accelerator buys.
The AI AcceleratorBeyond that
Detailed technical design and build. Your technology partner’s work, not ours.
Your chosen partnerTwelve rows. One clean division.
AI transformation needs two different capabilities. One is commercial. One is technical. Firms get into trouble when they buy one and assume it covered both. Here is exactly where the line sits.
We do not build or deploy production technology. We establish what should change, why it should change and what it should be worth — then measure whether the expected value is being realised.
You have probably already bought most of what you need.
Most mid-market firms we meet are already paying for the capability. What is missing is the decision about where to point it, and the redesign that makes it worth something.
Microsoft 365 Copilot
Useful where the work itself is redesigned around it. Otherwise it speeds up the same meetings and the same emails.
Copilot Studio and agents
Where a defined process can be handed over in part. The value comes from the process design, not the agent.
Power Platform and Dynamics 365
Where the operating model changes and the workflow has to change with it.
Azure and your data estate
Where the data has to be ready before anything downstream can be trusted.
We do not sell, resell or implement any of these. We work out which of them your business case actually needs, and hand a clear specification to the partner who does.
Assess. Align. Accelerate. Orchestrate.
Each one answers a different question, and each one removes a different risk.
Forty-five minutes with your leadership team, and a straight recommendation either way.
ComplimentaryOne day, on site. Your leadership team leaves with one agreed view and a short list.
£2,500Four to eight weeks. The work redesigned, the case built, the critical piece demonstrated.
From £15,000Assurance through the build, then measurement of the return afterwards.
£5,000 a monthYou commit to the next step, not the whole journey.
Here is the full path, and who owns which part of it.
Orchestration starts during the build, not after it. That overlap is why the commercial intent survives delivery.
Two questions. Never one score.
Almost every AI readiness tool gives you a single percentage. That is how the most valuable opportunity in a business gets quietly ranked below something easy and trivial.
How much money moves
Scored against a number on your own management accounts. Not against effort saved.
How realistic it is to build
Given the process, the data, and the estate and partner you already have.
Do this first
High value, realistic. Usually only one or two.
The prize, blocked
High value, hard. Name the dependency, cost it, sequence it. Do not discard it.
Easy and trivial
Where most firms have already started. And why they have seen no return.
Neither
Declined explicitly, with the reason recorded.
We plot them separately and your executive team decides. That is their decision, not ours.
One exception: where getting it wrong carries regulatory, clinical or safety consequences, that stops an opportunity regardless of its value — until the governance around it has been designed.
Every finding carries its evidence status.
You will always know whether something is a pattern we see in your sector, something your own people have confirmed, or something we have measured against a baseline.
Each paid stage moves findings up the ladder. Only Value Orchestration reaches the top.
Three parties. Three different responsibilities.
Worth being blunt about this, because “value orchestration” could easily be misread as us promising you a financial outcome. We don’t, and we couldn’t.
Formalus
The integrity of the commercial design, the measurement model, the evidence, spotting where value is slipping, and steering the decisions that follow.
Your management team
The business outcome. Acting on what the evidence shows, resourcing the change, and running the business.
Your technology partner
Technical delivery and operation — architecture, build, configuration, integration, security, deployment and support.
We govern the commercial design, measure the evidence, spot the variance and steer the decisions. Management owns the business outcome. The technology partner owns technical delivery.
The list is short, and it is the point.
We do not sell technology
No software, no licences, no reselling. Nothing in our revenue depends on which platform you choose.
We do not build or run it
No development, no configuration, no integration, no managed service. Your partner keeps all of that, including the ongoing revenue.
We do not manage your technical programme
No sprint management, no technical architecture, no technical testing. We define the solution at block level and your partner engineers it. We govern commercial integrity, which is a different job.
The result: when we tell you an opportunity is not worth pursuing, there is no reason to doubt it.
Start with forty-five minutes.
A complimentary Executive AI Opportunity Assessment, and a straight recommendation either way — including “don’t invest”, if that is the honest answer.
Book a free assessment