From complexity to momentum.

The challenge

Knowledge was spread across departments, procedures and systems. Getting the right information to the right person often depended on knowing who to ask, creating delays and bottlenecks.

What made it hard

Giving everyone access to the company’s knowledge while ensuring each person only sees what they’re allowed to see.

What we built

An AI assistant for every staff member, connected to the company’s knowledge, procedures and systems. Each person gets answers based only on the information they’re authorised to access.

Built on a controlled RAG architecture, integrated with internal systems through APIs and MCP, with models and data kept within the company’s controlled environment.

Status

Currently being deployed. Results will be published once adoption and operational impact have been measured.

The challenge

Orders arrived through multiple sales channels, making production difficult to forecast and raw materials difficult to plan. Delivery times kept growing, while stock availability directly affected both sales and customer experience.

What made it hard

Reducing waste wasn’t a production problem alone. Sales, purchasing, production, packaging and delivery all depended on one another. Improving one step in isolation simply moved the bottleneck somewhere else.

What we built

A single ordering platform for every sales channel, a production scheduling system, semi-automatic inventory management and delivery reporting. Sales, production, packaging and delivery now run as one connected process.

What changed

• Costs fell by 64%, primarily through reduced production waste
• Sale to delivery fell to 48 hours
• 1 ordering platform for every sales channel

The challenge

The club wanted to turn its private boxes into a more personal premium experience, strengthening the value behind the price and increasing matchday revenue.

What made it hard

Food, hospitality, retail and other services were managed by separate departments and providers, with no shared process.

What we built

A single platform where each private box can shape its matchday experience, from food and hospitality to shopping, connected through APIs to the departments, systems and providers behind it.

What changed

Box clients could shape their own matchday experience, while every department and provider receives exactly what it needs for each match.

The challenge

Every production brings together a changing network of people, suppliers and operational requirements. The company needed one controlled way to manage access, accommodation, travel, alerts, costs and invoicing for every show.

What made it hard

Every show is different, different people, suppliers, requirements and costs, while everything still has to be coordinated, reported and invoiced as one production.

What we built

A multi-role platform that coordinates each show from planning through execution and reporting, connecting security, suppliers, operations and finance in one process.

What changed

Manual monitoring was replaced by a controlled, shared process, reducing errors and giving the company greater visibility over every show.

The challenge

Finance needed to know what internal resources each department was using and make their real cost visible and attributable.

What made it hard

Resource allocation and cost attribution were separate processes, involving different people, approvals and financial procedures.

What we built

An internal resource platform connecting requests, approvals and cost attribution. Staff request what they need, department heads approve it, and the corresponding cost is automatically assigned to the department.

What changed

Resources are now requested, approved, tracked and charged through one process. Usage of some resources dropped sharply, while licences, rooms, vehicles, desks and IT equipment became measurable and controlled.

The challenge

A critical funding process had grown organically into a long, sequential workflow with heavy manual intervention — increasing workload and exposing errors under regulatory scrutiny.

What made it hard

Every department depended on the output of the previous one. Improving one step in isolation would simply move the problem somewhere else.

What we built

One end-to-end process, from requirements through financial approval to execution, together with a redesigned internal operating model defining responsibilities and workload across departments.

What changed

Responsibilities and workloads are now distributed by design, with every department working through one coordinated process.