Everyone says you should be using AI
Nobody says for what. The pressure is real, the vendors are loud, and none of it tells you what would actually change here.
How you know this is you
Someone on the board has asked what the AI strategy is. A pilot was run and quietly stopped. Subscriptions were bought and are barely used. Competitors are said to be doing something, and nobody is sure what or whether it works.
The gap is not ambition, it is specificity. AI is genuinely useful for reading, sorting, drafting and triaging, and far weaker at plenty of things it is currently sold for. Knowing which is which for your business is the whole question.
Wherever you’re starting from
Nothing in place yet
Nothing has been tried and the pressure is coming from outside: a board question, a competitor, a headline. The useful first move is a list of specific tasks in your business rather than a strategy, because AI is strong at some of them and weak at others.
Something, but it isn’t good enough
Something was tried and it went nowhere. A pilot that stalled, subscriptions nobody uses, a chatbot that embarrassed somebody. Pilots almost always die on the unglamorous half rather than on the model: real systems, exceptions, monitoring, ownership. That half is buildable.
Working well, could go further
Something is live and earning its keep. The question becomes the second and third case, what it costs to run at volume, and what oversight it needs now that people have started trusting it.
Where this usually ends up
Nothing here is decided in advance. These are the directions this problem usually goes. Which one fits you comes out of looking at how your business actually works.
A look at your actual work
Where the reading, sorting and drafting happens in your business today, and what it costs you in hours. A list of specific tasks, not a strategy document.
Cases ranked honestly
Each candidate scored against effort, value and risk, then ordered so the strongest goes first. A short list of what pays beats a long list of what is possible.
One case, proven
The strongest candidate built small and measured against how the work is done today, so the decision to go further is based on your numbers rather than a vendor’s.
What it takes to run it
Running costs and oversight, priced up front alongside the build, so the number you approve is the number you pay and the case is sound from the first month.
How we work out which of those it is
We look at how the work happens now: the actual sequence rather than the process document. What gets done, by whom, how often, and where it waits. That is a conversation and then some time with the people doing it, and it is where the answer comes from. The call and the audit are done by Bruno himself, so nothing you explain has to be explained again to whoever ends up building it.
What comes back is the shortlist worth building and what each piece returns, ranked so the strongest goes first. You see that in writing, with the price attached, before anything starts.
What changes
You get a specific answer instead of a general anxiety: these two things are worth doing, this is what they cost, and everything else can wait. That is also a defensible answer for the board, and it is arrived at from your own operations rather than from a slide.
DUK
Is our data good enough for AI?
For a surprising number of cases, yes. Reading documents and drafting replies need far less than people expect. Prediction and analysis need more. Which camp your case is in is one of the first things we establish.
How do we know a case is worth doing?
Every candidate is priced against the hours it would give back, so the comparison is in your own numbers rather than in a vendor’s claim. The ones that clear that bar are the ones worth starting with.
We tried a pilot and it went nowhere.
That is the common story, and the missing half is always the same: a connection to your live systems, a plan for the exceptions, and somebody owning it once it runs. Those are the parts we build.
Where does our data go?
That is a decision made deliberately per case, and it is part of the write-up rather than an afterthought. It affects which approaches are appropriate at all.
Find out where it actually fits
30 minutes on how your business actually works, and a straight answer on which cases would pay here, ranked so the strongest goes first.
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