01
Operating problem
Start with a workflow that is slow, costly, risky, or difficult to scale.
Portfolio operations
AI value creation for your portfolio, built around the work.
Bring us one operating-company problem. We embed with the team, define the measure before the build, and turn working evidence into a playbook only when the result earns it.
Based in Northwest Ohio · Working nationwide
Industrial experience and delivery network
Value-creation ledger
Project proof before portfolio promises.
The investment case is not “AI everywhere.” It is one useful operating pattern, measured honestly, documented clearly, and repeated where the conditions actually match.
02
Agreed measure
Define the baseline and the evidence that would justify continuing.
03
Bounded build
Deliver one useful workflow with visible progress, ownership, and safeguards.
04
Earned playbook
Replicate only after the operating company and deal team accept the evidence.
Working evidence
Delivery records, not demo theater.
Three different operating environments. The common pattern is bounded responsibility, visible ownership, and software built around the actual workflow.
High-consequence data work
01Fivos Health
Clinical registry abstraction with human-reviewed AI
Human-reviewed AI supports complex record work while qualified reviewers remain accountable for decisions that require judgment.
Human-reviewed workflow
Read the Fivos Health case studyAI-enabled workflow in existing tools
02Toledo Museum of Art
A production AI scheduling assistant for Microsoft 365
The AI scheduling assistant performs a defined job inside the tools the team already uses and hands decisions back to people when required.
Production deployment
Read the Toledo Museum of Art case studyOperating-team ownership
03AIM Ecycling
A focused CRM built around the real recycling workflow
The system was deployed, documented, and handed over so the operating team can run the work without renting its own process back.
Client-operated system
Read the AIM Ecycling case studyEngagement model
The smallest responsible commitment, then evidence.
Forward-deployed engineers or a fixed-scope delivery team. The form follows the work; the evidence determines what happens next.
- 01
Understand the process
Map the work, constraints, systems, data, and people around one priority inside the operating company.
- 02
Define the measure
Agree on the baseline and the evidence that would make further investment responsible.
- 03
Build a bounded pilot
Ship one useful workflow with clear boundaries, ownership, and a visible delivery cadence.
- 04
Scale with evidence
Turn the proven operating pattern into a playbook only after the first implementation earns it.
Operating principles
Designed to hold up in diligence.
The details belong in the agreement and the system design—not in an implied promise on a marketing page.
01
Contain the engagement
Scope systems, access, and data around the operating company and the approved work.
02
Make ownership explicit
Document who owns the system, data, decisions, and ongoing operation in the engagement agreement.
03
Leave a usable handoff
Build for the people doing the work, with documentation and a clear path for support or transition.
04
Separate portfolio-company data
No cross-company access or reuse without written direction and the appropriate technical and contractual controls.
Straight answers
Questions an operating partner should ask.
01How does a portfolio engagement start?
Start with one operating company and one consequential workflow. We map the process, define the measure, and propose the smallest responsible commitment before discussing portfolio-wide replication.
02Do we need a portfolio-wide agreement before starting?
No. A bounded operating-company engagement can establish whether the delivery model and the evidence are useful. Broader commercial terms can follow if the work earns expansion.
03How is data handled across portfolio companies?
Each engagement defines its approved systems, access, data, and users. Cross-company access or reuse would require explicit written direction and the appropriate technical and contractual controls.
04Who owns what gets built?
Ownership, licensing, support, and handoff are made explicit in the engagement agreement. We do not rely on an implied or one-size-fits-all ownership promise.
05What happens if a pilot does not justify expansion?
It stops or changes direction. Defining the measure early is intended to surface that answer at bounded cost, before a broader rollout.
One operating problem
Bring the bottleneck. We’ll help define the evidence.
Tell us where a portfolio company is losing time, capacity, or decision quality. We’ll respond by email with a practical next step.