01 Taking over an application somebody else built.
A company launched through a software development agency and was quoted a monthly use-it-or-lose-it fee to retain a standing team to manage the few expected bugs that came through as they scaled from a few early customers. We ramp up on the code, their business purpose, and product strategy, then take on break-fix responsibilities by the hour billing only what is used, and pick up the feature work to take the product and the new company on its rapid ride to success.
02 A county assessment office under budget pressure.
Fewer staff, the same statutory deadlines, and hard rules about where data can go restrict this mid-size county office. Their goal is to reduce hourly workload and free up time for staff to contribute more strategically, and focus on the higher priority items. We assess the environment, collaboratively identify the high-priority flows absorbing the most overhead, and build agentic workflows for the repetitive work, reducing errors and improving efficiency, morale and throughput to meet the county’s needs. All inside their security requirements, with a human making the critical decisions.
03 A membership nonprofit website, built soup-to-nuts.
Members, staff and board each need different access to the same system to more easily manage and fulfill their functions. Identity, security, and access come first. Tools are implemented that are designed to support each group including members, staff for running the organization’s programs, and administration to collect and use the right data for strategic input. The solution is tested, deployed, and left in their environment as owners.
04 A small restaurant group.
Card payments moving across the same network as the guest Wi-Fi leave this multi-location group exposed and out of step with payment card requirements, so security comes first. Their goal is to find margin in a business where labor and food costs move every week. We separate the networks, tighten access by role and location, then build agentic workflows to read vendor invoices against orders, reconcile delivery-platform statements to actual tickets, and forecast prep by location and daypart. The group recovers money it had been losing to platform discrepancies, cuts food waste, and gains managers hours back each week, with owners approving anything that changes a vendor relationship.
05 An independent school.
Faculty and staff are already using AI, each in their own way, and nobody can say what is working. The school wants more people using it well, on real work. We sit with each office to find where the hours go. Then we build tools on the school’s own data for those jobs and teach people to use them on the work in front of them. A one-page policy and a list of approved tools, sorted by the data each one can touch, let people move without asking permission every time. Early users in each department bring their colleagues along, and we track which tools people keep using and retire the ones they don’t. Advancement tests appeals against its own donor history, and the school cancels the subscriptions the new tools replace.
