We are taking a small number of solutions to market. The selection criterion is deliberately narrow: the return has to be obviously out of proportion to what it cost to get there.
Not "improves efficiency." Not "drives transformation." A number a CFO can check.
One persona-based conversational interface that orchestrates across the applications you already run, rather than replacing them.
In production as "Ask Ellis" — enterprise-grade orchestration, not a prototype.
Solves "vibe coding" with an SDLC that holds its shape: BA → Architect → Senior Dev → Developer → Tester, with intent threaded automatically across every handoff.
Every generated line traceable back to a requirement.
Knowing what your systems and your estate are actually doing — not what the architecture diagram says they do. The gap between those two is where cost, risk and outage live.
Spend, capacity, licences, consumption. Most enterprises are paying for a material amount of something they are not using, and cannot easily prove it.
Provisioned capacity against what an estate actually uses — the hatched gap is the money. Illustrative data; yours will differ.
Large organisations are already building in this space. We take that as confirmation, not competition.
The practical argument is cost to serve. A provider built around large-enterprise deal sizes cannot profitably serve the smaller end of the market — the engagement model does not bend that far. There is real demand at both ends, and the lower end is largely unserved. Being lean is what lets us sit at both.
The same way as everything else: a four-week proof of technology on your real data, ending in a go / no-go and an ROI analysis you can take to a board.
How we work →