Commercial and growth
Launching products and scaling the ones that work. Entering new countries, markets and channels. Setting prices, promotions and assortment. Winning complex bids and tenders. Helping distributors and dealers sell through.
Approach
The economics of cognition have collapsed. That changes how a business can work.
Our point of view, where it applies, and how we work with executive teams.
Beyond tools and copilots
The first wave of enterprise AI has been about tools: better forecasts, better search, copilots that help people write, code and analyse faster. The value is real, and most companies are already capturing it.
Those gains are incremental. A team working 15 percent faster still draws on the same information, in the same way. The larger opportunity lies in changing what the organisation can know and how it operates.
- Better toolsIncremental
- Faster individual workIncremental
- Redesigned workflowsStep change
- Cognition at scaleStep change
The economics of cognition have collapsed
Every business runs on cognition: reading contracts and specifications, comparing offers, interpreting reports, weighing options, forming judgements. Until recently, that work could only be done by people, and it was scarce and expensive. Organisations rationed it, giving full attention to the largest cases and relying on templates and experience for the rest.
Modern AI has changed that equation. It can take in a large surface of unstructured enterprise information, from emails and reports to service records and system data, and reason across it at a fraction of the former cost. What was out of reach at any price a short time ago is now scalable at the margin.
When cognition becomes cheap and scalable, the question for leadership becomes how the business should work now.
From the boardroom to thousands of daily judgements
The effect reaches far beyond the few big decisions an executive team takes each year. Results are shaped every day by thousands of smaller judgements across functions: which order to prioritise, which quote to adjust, which customer to call, which asset to service, which product to push in which market.
Each of those judgements can now be informed by everything the organisation knows. Redesigning the operating model, workflows and decisions to use that capability is where step-change gains in revenue, margin and cash come from.
Where it applies
Six domains where the step change shows up in the numbers.
We work with Swiss enterprises in industrial manufacturing, consumer goods, retail, life sciences, media and services.
Product and engineering
Taking customer applications from design-in to series production. Qualifying for OEM programmes. Quoting and delivering major engineered projects. Keeping product and variant complexity profitable.
Operations and supply chain
Allocating scarce plant and engineering capacity. Turning order backlogs into delivered revenue and cash. Scaling production for new programmes. Committing inventory, replenishment and transfers across a network.
Service and installed base
Recognising replacement, upgrade and service opportunities across an installed base. Deciding when and how to intervene to protect lifecycle value and customer relationships.
Investment and networks
Configuring stores, sites and facilities before capital is fixed. Balancing central standards with local adaptation across retail, franchise and production networks.
Operating model and governance
Redesigning how functions and workflows run when AI takes on much of the reading, reconciling and preparing, and how roles, governance and decision rights change with it.
How we work
Designed with the executive team. Proven in the numbers.
Our work starts with the executive team. Often that means advising the CEO and the leadership on how to approach AI as a whole: where to invest, what to change first and how to measure it.
It can also start with one executive and one part of the business where the opportunity is clearest. Either way, the first step is focused and measurable, and what proves itself is scaled.
People keep the authority
AI gathers the evidence, recalls precedent and lays out the options. Accountable executives decide, and the line between the two is drawn deliberately.
Built on what already works
Your systems, data teams and implementation partners remain the foundation. We add the capability that changes the result.
Proven, then scaled
We start with a focused part of the business and a clear financial outcome, measure it with Finance, and scale what delivers.
From the field
Field notes
Field note · Engineered components
All field notes From design-in to series production
A Swiss maker of customer-specific components wins many design-in projects. Only some reach volume. Which ones deserve scarce engineering capacity?
3 min readField note · Machine buildingThe major machine order
For a Swiss machine-tool builder, margin is set when a large order is accepted and made or lost in engineering and commissioning.
3 min readField note · Industrial equipmentTurning a record order book into cash
A record backlog is good news, until components, production slots and specifications decide which orders actually turn into revenue.
3 min readFor the C-suite
Where could AI move your numbers?
We advise executive teams of Swiss enterprises on how to approach AI, where to invest, what to change first and how to measure it, and work alongside them to deliver the financial result. A first conversation is the quickest way to see where your largest opportunity lies.