Most consultants hand you a deck.
I rebuild the process and run it.
Agents run the process. You keep the gates.
Five processes run by agents. One person.
Sales quotes a date.
Operations cannot hit it.
Procurement finds out last.
Everyone has a dashboard showing the seam. Almost nobody can change the process itself, and I want to be fair about why: changing it means changing quoting, planning, procurement and customer service at once, across systems bought in different decades by people who have left.
That is not incompetence. That is the actual difficulty. So the seam stays, and the margin leaks through it every quarter.
What changed is not that a model can predict a date. Forecasting was never the hard part. What changed is that an agent can now run the whole path, and stop at the three decisions a human should own: the price, the promise, and the payment.
Figures from live commercial systems, measured September 2026. Every one traces to a command you can watch me run — see how.
Five people touch every request. It needs one.
Agents run the steps. You keep the decision. See how it works →
Two ends of one broken loop
Most companies have automated pieces of each of these and connected neither. The gap between what you promise and what you can actually deliver is where the money goes.
Business operations
Planning, scheduling, procurement, order-to-cash, fulfilment, exception handling. One end of the chain, and the end that inherits every promise made at the other. Deepest in industrial and supply chain, where I spent a decade.
Quote to contract
Quoting, pricing, proposal generation, contracting. The other end of the same chain, and usually the one nobody has connected to the first.
The seam between them
Where the promise meets the plant. Sales commits a date, operations inherits it, and nobody owns the handover. This is the expensive part, and it is the part I have spent twenty years on.
And when it fits, the rest of it
- Custom AI builds
- Process automation
- Document processing
- Team training & workshops
- Legacy modernisation
- AI strategy reviews
Not the headline, and not what I would lead with. But if you are ready to pay for it and I can do it well, the answer is yes. If I cannot, I will tell you that instead.
Not sure which end is costing you more?
Most companies are wrong about which side the money is leaking from.
Let's find out together →Four things, with a start and an end
Fixed scope, fixed price, defined exit. No retainers, no staff augmentation, no open-ended transformation programme.
Process Diagnostic
2 weeksI map one end-to-end process and instrument it. You get an honest answer on where an agent can own a step, where a human gate has to stay, what the loop costs to run, and what the current seam is costing you in margin, rework and late delivery.
You get: One document with numbers in it, and a 90-minute readout where we decide together what is worth doing.
Pilot Loop
6 to 8 weeksOne real process rebuilt so agents run it, in your systems, in production, with gates and a rollback. Not a proof of concept and not a sandbox. A loop that keeps working after I leave.
You get: The running loop, its runbook, and a before and after on the one metric we agreed up front.
Operating-model rollout
3 to 6 monthsThe full playbook installed across the value chain: intake, triage, agent execution, approval gating, watchdogs, health alerts, and the escalation paths for when an agent gets something wrong. Your team owns it at the end.
You get: A process your people run and understand, not a dependency on me.
Enablement
1 to 3 daysWorkshops for operations leadership and their teams. What agent-run process actually requires, what it costs to run, which parts are genuinely hard, and which vendor claims to ignore.
You get: A team that can tell a real plan from a demo.
Most engagements start with the diagnostic. It is deliberately small, and it is also how we both find out whether this is worth continuing.
Start with a diagnostic →I spent ten years at PSI Metals building production planning and due-date quoting systems for steel producers on three continents: Germany, Turkey, Poland, Brazil and Indonesia. Due-date quoting is exactly the seam this business is about: what sales is allowed to promise, given what the plant can actually do. Real systems, real factories, real consequences when the schedule was wrong.
Then five years at McKinsey as an Engagement Manager, on operations, advanced planning and digital transformation for global clients. I have been the consultant who writes the plan and the engineer who makes it run. That combination is unusual, and it is most of why this works.
Since leaving I have built three businesses whose core processes are run by agents in production, across freight forwarding, enterprise sales and software delivery.
The largest is Talent-Ray, where I am co-founder and Head of Technology. Selected for NVIDIA Inception and Google for Startups, live with more than 20 companies within three months of launch, running on 38 background workers with integrations into SAP SuccessFactors and national identity verification, in eleven languages. I am not describing something I read about. I run it.
Zeroth is how I bring that into other people's operations, alongside a small number of engagements.
MBA, INSEAD. MSc in Mechatronics Engineering, UCLouvain (École Polytechnique de Louvain).