A warm lead engine that catches buying signals as they appear
Public buying signals, caught daily, judged for real intent and delivered as named people with a reason to call.
Your business has grown past what one person can keep in their head.
In a business of twenty or thirty people, the founder is often still holding it together by memory. Who promised what. Which client needs chasing. Where the numbers came from. Which document matters. What is actually happening this week.
That works for a while. Then growth turns it into a bottleneck, and the bottleneck is you.
The first project is usually narrow: one recurring problem, one useful output, one clear owner.
The pattern
The business has systems. The owner still has to ask five people.
The problem is rarely that the information does not exist. It is that it is spread across email, Teams, WhatsApp, documents, CRM notes, spreadsheets and people’s heads.
If more than one of these is true in your business this week:
- You came back from a week away to four hundred messages, and nine of them were decisions only you could make.
- You pay for four systems and you still have to ask three people where a project actually is.
- Somebody found out three weeks late that an enquiry was never answered.
- Your best manager loses two days a month building a pack that is out of date by the time you discuss it.
- If one particular person left tomorrow, nobody is sure how a whole process would run.
So the company runs on interruption. People ask the same questions. Handoffs lose context. Follow-ups depend on somebody remembering. Meetings exist partly because nobody can see what is happening any other way.
This is where AI can help, provided it is pointed at a real operating problem rather than treated as a novelty.
Where I help
Five places owner-led businesses lose time and visibility
Each one starts with a job somebody already does by hand, usually more often than they should.
You cannot see what is happening without asking somebodyOne view of what is in progress, what is stuck, and what has gone quiet.
You should not need three meetings and five messages to know where things stand.
As group chief financial officer I built the platform that let an industrial holding group see its results across shipping, commodities, real estate and asset management in one place. The principle holds at twenty people: put what the owner already asks for into one view, and the asking stops.
I build the visibility around the questions you ask every week. What is in progress, what is stuck, what needs chasing, and what has gone quiet.
A first projectOne management view that answers the questions you already ask every week.
Everyone is using AI already, separately and badlyTwo or three useful applications tied to work the team already does.
Most teams do not need a strategy. They need someone to sit with them for a week, work out which parts of the job are repetitive, and set up the two or three things that would save real time.
I do that, write the prompts that do the job, and train the people who will run it afterwards. The measure of success is whether the team still uses it two months after I have gone.
A first projectA short review of how the week is actually spent, followed by the two changes with the clearest payback.
Good enquiries go quiet and nobody noticesA short daily list of what needs attention, from signals and from your own pipeline.
Opportunities are lost because nobody has a reliable way to see what needs attention today.
I built an engine for a seventeen person lettings and sales business that watches public signals, separates real intent from noise, and turns each one into a named person with a way to reach them. The first run produced 86 leads, each within seven days of the signal appearing. The same machinery works on your existing pipeline: stale opportunities, unanswered enquiries, and the next step somebody promised a client and forgot.
Nothing is sent automatically. A person reads the list and decides.
A first projectOne segment, one source of leads or client activity, one weekly action list.
Senior people spend their best hours assembling numbersConsolidation across entities, budget against actual, and a pack that is ready to read.
The most expensive people in the business should not be moving figures between files.
I established a centralised reporting and financial control team for an industrial holding group, consolidating results across every major business area. It cut the time needed to produce the budgets by around eighty per cent, and it tracked expenditure transaction by transaction as costs emerged. That is the shape of the work: fewer hands moving numbers between files, more time spent reading what the numbers say.
A first projectOne reporting pack rebuilt end to end, from source data to the version that goes to the board.
The answer exists somewhere, and finding it takes a personExtracting terms, comparing versions, and turning a folder of documents into a list of issues.
I have negotiated loan documentation, hedging agreements and holding structures, and read the long documents that come with them. The reading is necessary. Doing all of it at full attention is not possible.
I build tools that pull the terms out of contracts and agreements, flag what has changed between versions, report what they could not find rather than quietly leaving it out, and turn a folder of documents into a list of issues. You still read the parts that matter. You stop reading the parts that do not.
A first projectOne document set reviewed against a fixed checklist, checked against your own read of it, so you can see where it agrees and where it does not.
Proof
Work that changed how a week is spent
Systems and processes I designed and built, described honestly. Where a client cannot be named they are not named, and where a figure has not been confirmed it is marked rather than estimated.
A reporting platform that cut budget preparation by around eighty per cent
A single place where an industrial holding group could see its results, build its budgets and track what it was actually spending.
Reading a hundred asset lines as one portfolio
A risk and allocation review for a Forbes 100 principal, balancing what the operating businesses needed against what the financial portfolio could earn.
For experienced professionals
If the constraint is your own knowledge, there is a path for that too
Some people come here because their business has outgrown informal systems. Others come because their own work still depends too much on memory, repeated effort, and context they rebuild every time.
If that is you, start with the practical examples. Each one takes a real piece of professional work and publishes the prompt behind it. They are free and they need no conversation with me.
How it works
Three steps, and you can stop after any of them
A call
Thirty minutes. You describe the part of the business that keeps coming back through you. I tell you whether it is worth fixing, and I will say so if it is not.
A narrow first build
We choose one useful output: a report, a list, a review, a tracker, a search tool or a workflow. Scope and price agreed in writing before work starts.
Build, test, hand over
I build it, test it against real work, put it in front of the people who will use it, and write down how it runs. You are not left depending on me to keep it running.
Tell me where the business is getting stuck.
A rough description is enough. If there is a useful first project in it, we will find it. If there is not, I will say so.