Current usage audit
We find out which AI tools people already use, often on personal accounts. That tends to be the first surprise for management and the first risk to bring under control.
You get material the board can decide on, rather than a pitch on the wonders of new tech.
We find out which AI tools people already use, often on personal accounts. That tends to be the first surprise for management and the first risk to bring under control.
Which departments lose hours to dull, repetitive work, and what that adds up to over a year, based on interviews and figures from your systems.
What gets collected, where it lives and whether it is fit for use. Documents scattered across personal drives are a frequent obstacle.
For each idea we note whether it may bring AI Act obligations and prepare a list of questions for your lawyer.
Trade secrets leaking through prompts, the legal basis for processing personal data, and lock-in to a single supplier outside the EU.
Project order, the people and budget required, plus go/no-go points for the board along the way.
How long the analysis takes depends on company size and the number of departments. All interviews and workshops take place over video, with no need to book a meeting room.
We ask department heads where their teams lose time and what they miss most in daily work.
We examine what is really stored in your systems, not what the procedures say should be there.
Each idea is scored on payoff, effort and risk, with a short justification.
We present the plan, gather feedback and revise it until it can support real budget decisions.
Without a named champion inside the company, the roadmap goes nowhere. One person must push it through the silos and be held to account for progress. Otherwise the PDF gets filed away and is rediscovered twelve months on, exactly as it was. So the ownership question is one we ask at the very start.
No: nothing is coded at this stage. The output is a prioritised list of where to act first. Firms that already know their use case, for example sorting orders that arrive by email, are better off starting with a pilot right away.
Managers of the teams affected, your IT lead, and a board member able to make decisions. It helps if your data protection officer joins one session. When the business side drops out, you end up with an IT paper that ignores how work really gets done.
Programmes such as FEnIKS or KPO periodically cover business digitalisation, and a strategy can help when preparing an application. We do not act as a grant broker, though, and cannot promise funding. The plan is designed to make sense whether or not a grant comes through.
That is still a valuable outcome: you avoid funding something with no return. We prefer to say it is too early and list the groundwork needed, rather than push a project that would never pay for itself.
The tool market moves fast, but processes and data inside a company move much more slowly. We suggest a short review every six months to update costs, new model capabilities and regulatory changes. The priority list itself usually holds up for longer than people expect.
Tell us what you expect from AI and what has already been tried. You will get an honest view of where you stand.
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