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SME: Understand and Modernise Legacy Applications

A manufacturing company with 350 employees relies on a bespoke ERP solution built in 2003 — 180,000 lines of COBOL and VBA, no documentation, the original developer gone for 12 years. The system runs, but nobody fully understands it. Every change is risky. A replacement project had been abandoned three times because nobody could define what the legacy system actually does.

Marketing: Systematically Turning Customer Feedback into Product Decisions

A consumer goods manufacturer with 200 employees sells across multiple channels — own shop, Amazon, retail partners. Around 1,400 customer reviews, 600 support tickets, and 200 NPS comments arrive each month. This data contains valuable insight: What irritates customers? What do they praise? Where does the product lose to competitors?

HR: An Onboarding Copilot for New Employees

A manufacturing company with 500 employees hires around 80 new colleagues each year. Onboarding to full productivity took an average of 14 weeks — and tied up managers who answered the same questions every day: Where do I find the expense form? How does the ERP work? Who do I contact for IT issues?

Hospital: More Accurate Coding, Higher Revenue

A general hospital with 600 beds closes around 18,000 inpatient cases per year. Revenue depends directly on accurate coding under ICD-10 and procedure codes — incorrect or incomplete codes lead to under-reimbursement, unjustified payer audits, and time-consuming appeal processes.

Management Consulting: Win More Tenders with AI-Powered Proposals

A mid-sized management consultancy with 35 consultants responds to 60–80 tenders per year — from government agencies, municipalities, and corporations. Each proposal ties up 2–3 consultants for 5–10 days: tender analysis, concept development, reference compilation, pricing, copywriting. With a win rate of 25%, 75% of that effort generates no direct return.

Consulting PMO: Status Reports Without the Overhead

An IT consultancy with 80 consultants runs 25–40 client projects simultaneously. Each project delivers weekly status reports to the client — often in different formats, levels of detail, and quality depending on the project manager. In parallel, an internal PMO report runs for the management board. Project managers spent every Friday morning writing status reports instead of doing project work.

Law Firm: Case Research in Seconds Instead of Hours

A law firm with 35 attorneys and 20 years of case history holds enormous institutional knowledge — briefs, judgments, expert opinions, internal memos. Until recently, that knowledge was practically invisible: anyone wanting to know whether the firm had handled a similar case had to ask colleagues or spend hours searching through folders.

Regional Media: Research and First Drafts in a Fraction of the Time

A regional publisher with 45 editors publishes 120–150 articles daily across print, digital, and social media. Newsroom pressure is intense: fewer staff than a decade ago, more channels, higher frequency. Time for deep research is scarce.

Manufacturing: Predict Machine Failures Before They Happen

A manufacturing company with 25 production lines and 180 employees struggles with unplanned downtime: on average, 12 unplanned failures per year, with an average downtime of 4.2 hours and costs of €8,500 per hour. That translates to direct downtime costs exceeding €400,000 annually, before accounting for knock-on effects from delayed deliveries and scrap.

Logistics: Detect Delivery Disruptions Before They Escalate

A logistics provider with 300 employees coordinates 2,400 shipments per day for 120 business clients. Disruptions — delayed delivery, customs issues, vehicle breakdown, weather — are unavoidable. The question is whether you detect them early enough to offer alternatives before the client calls.