Where our depth is
The areas where our experience runs deepest, what we do differently in each, and the pages that show the method.
What depth means here
Knowing where a thing breaks matters more than knowing the tool.
For most of our history the firm worked under other firms' names, on projects across publishing, property, telecoms, retail and regulated gaming. From that seat, the same few failures keep turning up whatever the sector or the technology: a record two systems hold differently, a task nobody owns, a decision made twice by people who never met.
Our knowledge is organized around those failures. The areas below are where we can say what breaks, in what order it shows, and who has to act. Client work is confidential, so the way to test a claim here is to read how we examine the problem on the pages linked beside it.
The areas
Seven areas, and what is different about how we work in each.
Taking AI from a pilot to a running system
What breaks: the pilot works, nobody owns it once the project team moves on, and use fades.
We start from the day after launch: who is paged when output drifts, what the surrounding process does when the model is wrong or unavailable, and who signs off a change. A use case is chosen by who would own it, not by how well it demonstrates.
AI ConsultingGoverning AI that is already in use
What breaks: tools adopted team by team, which no list records and no one answers for.
We build the inventory from invoices, extensions and API keys as well as from what people report, then attach each control to the system it governs and to a named person. A control with no owner is a sentence in a policy.
AI Governance and RiskMaking systems and reports agree
What breaks: the same customer or campaign recorded differently in each system, so nobody trusts the figure.
We follow one record from where it is created to every place it is read, and put a check at both ends that flags a difference. Where marketing, sales and finance report different figures, we settle which system owns each definition before anyone builds a dashboard.
Technology ConsultingBeing named by AI assistants
What breaks: buyers ask an assistant for suppliers in your category and are given someone else's name.
We read which sources the assistants cite for your category and whether your pages state what you do in words an extractor can quote. The fix is usually editorial, a plain statement on the right page, and not a technical trick.
the AI search visibility assessmentBuilding products other people depend on
What breaks: a product that launched on time and costs more with every change, because only its builders understand it.
We decide what to build from what buyers do, write the evaluation before any AI feature, and record each architecture decision with the alternative rejected. Your engineers ship a release before we leave.
Product DevelopmentChoosing technology before committing to it
What breaks: a vendor selected on a demonstration, with the integration and the exit discovered after signing.
We score options against your requirements in a sheet your finance and security leads can read, test the claims that matter on your own data, and cost the exit as carefully as the entry.
Technology EvaluationAdvising the leader who must defend the decision
What breaks: a board or investor will ask why, and the reasoning lives in one person's head.
We write the decision down with the alternatives considered, the evidence relied on and what would change the answer, so the leader can defend it in a meeting we are not in.
Executive AdvisoryOn this page
How do the areas depend on each other?
They are not separate. A pilot that stalls usually has a records problem under it, because the model reads data that two systems hold differently. A governance gap shows up as an ownership gap, since nobody was named to answer for the tool. A product that is hard to change often carries an integration nobody tested for failure.
So a first conversation often starts in one area and ends in another, and the written scope says which one the work will address and which it will leave, with a name beside what is left.
Which questions are ours, and which belong to someone else?
Bring it to us when
- The trouble sits at a seam between systems, teams or owners
- A leader has to decide and then defend the decision
- The answer depends on reading evidence, such as records, logs, contracts and regulation, and not on opinion
Look elsewhere when
- You need an opinion only a licensed professional can give, such as legal, audit or clinical. We read the regulation and map it to controls, and your counsel advises on the law
- The work is one narrow configuration where a vendor's own certified specialist is the right person
We would sooner say that early than stretch a claim of depth over a question that is not ours.
Sectors
Where the same failures have turned up.
Regulated cannabis markets
Addiction treatment
Hospitality
Real estate
Gaming and casino
Retail
Telecoms
Legal
Dental and clinical practices
How to judge it
Read the method before you call.
The research, field notes and free tools show how we examine each area. Read the ones that bear on your problem, and ask on the first call which parts of our experience matter for it.
Read our published researchQuestions
What do buyers ask about our expertise?
How do I know you have done this before?
Client work is confidential, so we publish the reasoning instead: research, field notes and tools showing how we examine each area. Judge the method there, and ask on a first call which parts of our experience bear on your problem.
Is the expertise tied to one industry?
No. The mechanisms we work on, such as hand-offs, ownership and records that disagree, recur across industries. Our delivery history covers more than one sector, and we adapt the examples to yours.
Do you cover areas outside this list?
We decline what is not ours to solve and say so early. If an adjacent question comes up during the work, we tell you whether we can answer it well or whether someone else should.
Related
Where each area is applied.
Which of these is your problem?
Describe what you are weighing in a few lines. A senior practitioner replies with a suggested first conversation.