01 · Where we work
We know the regulated world, because it is the only one we work in
Lending, banking, insurance and legal. Not AI in general, and not a horizontal playbook applied to your logo.
That matters because the constraints are the whole problem. A build that works beautifully in a demo dies at model risk, at privacy review, at the vendor security questionnaire, or at the regulator's next examination. We know those doors and we know what has to be on the page before you knock on them.
- Underwriting, credit, servicing, claims, intake, post-close review
- Model risk, fair lending, privacy, records retention, third-party risk
- The difference between what your policy manual says and what your team actually does
02 · Who we are
We have built and transformed businesses, not just advised them
Our people have founded and run AI-native companies, and have carried enterprise transformation inside large organisations. Both halves matter.
Zero to one teaches you how fast something real can be built. Fortune 500 teaches you why that speed dies on contact with a large institution: the approvals, the legacy systems, the politics of whose headcount is affected. We have worked at both ends and we do not romanticise either one.
- Transformation work with Disney, Apple, Under Armour, Avon, Discount Tire and government departments
- Two companies founded and run from zero to one, one of them acquired
- Currently running an AI-native business, so none of this is theoretical
03 · What we cover
People, process and technology, and how those three connect
Most firms take one of the three. A consultancy redesigns the process. A vendor sells the technology. A trainer works on the people. Each hands you a piece and leaves the joins to you, which is exactly where AI programmes come apart.
We take the whole thing. Where the work should be redesigned, what the technology can actually do today, and whether your people are willing and able to work the new way. The connections between those are the job, not an afterthought.
- People: capability, fear, incentives, who owns it after we leave
- Process: what to redesign, what to leave alone, what number should move
- Technology: what to build, what to buy, what to wait for
04 · How we work
Hands on the keyboard, every time
We do not run briefings. Every session we run has senior people building something real, with a coach beside them, on their own work.
It is a harder way to run a day and it is the only thing we have found that changes what an executive believes. People do not change their minds because of a slide. They change them when the thing works in their own hands, and when they watch it fail and understand why.
- One coach or developer for every three or four people
- Your sanctioned tools, your sanitised data, your environment
- Everyone builds, including the host
