Owner
People, processes and capital make up your company. What can AI fundamentally change?
You can change more than your own work: processes, systems, roles, investments and ultimately your business model.
So for you this isn't about personal productivity. It is about how the work in your company is best divided between people, software and AI.
The questions that matter in your position
- Which processes would we design differently today?
- Which software will we still need?
- What can employees do themselves, with the right support?
- Which knowledge should be available across the company instead of in a few heads?
- Which work can software and AI take over?
- Which responsibilities must explicitly stay with people?
- Which new products or services become possible?
- Which costs change — and which assumptions under your business model?
The biggest risk is usually not that you use too little AI, but that an assumption your model rests on no longer holds.
How I work
I start with the problem and the desired outcome, not with the tool. Then we make explicit what has to happen, what information that needs, who takes which decision, and which part of the work stays with people. Only then comes the choice of software and AI. That method comes from systems engineering; you don't need to know anything further about it.
Depending on where you are:
- Discover — what is possible now and where are the opportunities?
- Improve — how would we design this process today?
- Realize — how do we actually get it working?
Example — corrective action
At an organisation using Jira and Confluence, starting a corrective action still took a lot of manual work: finding the right procedure and template, gathering information, filling it in, submitting and following up. The alternative: an employee tells their AI assistant they have a corrective action. The assistant knows the process, asks the questions about risk and urgency, helps draft it and asks whether it may be submitted.
Example — Systemmatic
At Systemmatic, AI was applied to processing ICAO State Letters. Incoming PDFs were read and interpreted automatically, including annexes, deadlines and references. Work that took about three administrators could largely be done by one.
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Who this is for
You are a managing director or on the leadership team of an SMB or scale-up in regulated or complex technical work — medtech, aviation, infra, quality or ops. You want to put AI on processes, not chat alone.
CAPA, QMS or operations cost too much manual work. Student or intern solutions do not hold up. You feel the tension between governance and speed.
Maybe audit pressure is building, you are tight on capacity, or a tool pilot failed. Or you know what you want, but it is not moving.
This is less of a fit if there is no budget or owner, or if you only want a license without changing anything in the organisation.