For Mid Market
AI for Mid-Market Companies
This is the core of what we do, and it is where the whole approach came from.
Companies around $3M to $10M, where the owner is still in every decision, hiring has stopped helping, and three or four operations eat the entire week.
The short answer
Between roughly $3M and $10M, the constraint is not capability, it is that nobody has decided what to replace and nobody has the weeks to do it. The assessment costs every operation in writing, then the most expensive one gets replaced and handed to a named owner.
This fits you if
- Roughly $3M to $10M in revenue
- The owner is still in every decision that matters
- Hiring has stopped fixing the problem
- Several operations compete for the same attention and nobody has ranked them
It does not if
- You already have someone in-house who owns automation, buy them a platform
- AI is going into the product you sell, hire rather than outsource
- You want the target chosen for you before anyone looks at the numbers
- You want a retainer partner, our engagements are built to end
The uncomfortable finding, and why it is the point
Owners arrive with a diagnosis. Support is drowning. Quoting is slow. The office manager is holding four processes together. They are almost always right about the symptom.
They are often wrong about the cause. Support volume turns out to be a symptom of a quoting process that sets the wrong expectations, and fixing support would have made the noise quieter while leaving the cost exactly where it was.
So the assessment covers the whole company before anything gets built: how you get customers, how you deliver, and how the place runs. Every operation, whether it can be automated, and what it is worth if it is. In writing, and you can build from it without us.
Why this size specifically
Below about $3M there are usually not enough operations for the ranking to matter, and it is more often a people or process problem than an automation one.
Above roughly $10M the shape changes again: there is normally an internal owner, procurement, and a security review, and the engagement looks different enough that it has its own page.
In between is where the assessment earns its money, because there are four or five real candidates and picking the wrong one costs a quarter.
What the engagement actually is
- Assessment across the whole company, delivered in writing, measured in days rather than weeks.
- One narrow slice of the most expensive operation, scoped so it can go live in weeks against a number you already track.
- Your history prepared and the places where written policy and real practice disagree resolved, which is the largest part of the work.
- Built in your accounts, tested against the last few hundred real cases where the correct answer is already known.
- Handed to one named person, trained until they run it without us in the room.
The engagement is designed to end. Everything lives in your accounts, on your billing, from the first week, and if you never call us again that is the intended outcome.
What tends to come out of it
Two-day estimates going out in four hours. A support load that three people were carrying, carried by the system instead. Speed to lead moving from four hours to four minutes, with close rate going from 19% to 28%. Three-day client setups taking forty minutes.
Each of those is a specific build in a specific company rather than an average, which is why every one of them is written up in full.
Recent work at this size
Manufacturing
Manufacturer
Customer support system
3 agents
Workload absorbed by the system
Hours to minutes
First reply time
Home Services
Home Services Company
Sales system
4h to 4min
Time to first callback
19% to 28%
Close rate on inbound
Distribution
B2B Distributor
Quoting system
2 days to 4h
Estimate turnaround
Professional Services
Professional Services Firm
Onboarding system
3 days to 40min
New client setup
Same week
Delivery start, previously the next
For Mid Market, answered
What if the assessment says we do not need a build?
Then that is what it says and you keep the written list. We would rather lose a project than sell a build that a cheap tool covers.
How involved does the owner have to be?
Heavily during the assessment and during the decisions where documented policy and real practice disagree. Barely during the build.
Do people lose their jobs?
In the companies we have worked with, people moved onto work a system cannot do. At this size there is usually more work than people.
What if we are closer to $15M or $20M?
Then read the enterprise page as well. The work is similar; the wrapper around it, procurement, security review, and integration, is where the difference sits.
Where this shows up
What you are probably weighing this against
Find out what your most expensive operation is
The assessment covers the whole company: how you get customers, how you deliver, and how the place runs. You get it in writing, and you can build from it with or without us.