For owner-led companies
The work that gives you your evenings back is the same work that makes your company worth more.
You want AI working in your business. Your Chief AI Officer helps you lead it.
Three doors, and you pick the one that sounds like your company.
We have not started adopting AI yet.
You know your company should be doing something with AI, and nobody can say which thing to do first.
EnterWe thought we adopted AI, and not much happened.
Something got implemented, and months later nobody can say what changed.
EnterWe are ready to adopt AI, and we need a navigator.
Your company has decided to do this. Now you need someone who has done it before, and you have to judge who to trust with it.
EnterTwelve questions, about two minutes, and your reading appears on screen the moment you finish.
If you could change one thing about your business right now, what would it be?
Here are some hurdles other owners have cleared on their way to leading.
Every pricing exception reached the owner, because the numbers lived in one person's head.
A senior estimator taught a Digital Employee the pricing rules, and it now answers in seconds, with anything falling outside the rules going to the owner with a note.
A quote sat for three days because the one person who knew how the numbers were built was out on a roof.
That person taught a Digital Employee how it is done, and quotes now go out the same day, with anything unusual scheduled for a human follow-up.
A receptionist had nineteen years of judgment about how every call should be routed, and none of it was written down anywhere.
That receptionist taught a Digital Employee how it is done, and the same judgment now answers at six in the morning and on a Saturday.
Customer questions came in all evening and all weekend, and the answers waited until Monday morning.
The service manager taught a Digital Employee how those questions get answered, and now they get answered during the call, with anything unusual scheduled for a human follow-up.
Month end waited on one person to pull the numbers together.
That person showed a Digital Employee how it is done, and the numbers now assemble as the month runs, with anything unusual going to a human.
A new hire learned the job by watching the person before them, because there was never a manual to hand over.
The experienced person taught a Digital Employee the same job, and it now answers a new hire's questions on the first morning and every morning after.
Social media got posted to whenever somebody had a spare hour, which meant weeks with nothing at all.
A Digital Employee now posts on schedule, every week, and the leadership team approves the month ahead in one sitting.
A report could not be pulled out of the system, so it got rebuilt by hand in a spreadsheet on a Sunday.
A Digital Employee now assembles it every week and puts it in front of the leadership team before anyone has to ask.
A leadership position gives you the company you set out to build.
A job is something one person does, and a leadership position is something that builds the company. When the work settles back where it belongs, your days go to building the team and deciding what this business becomes.
You are already answering the question in your head. Finish the thought. Twelve questions, about two minutes, and a reading on screen at the end. No email is required to see the result, and the reading is yours whether or not you ever speak with us.
Your weekends, your leadership, and your multiple come back to you.
Your weekends.
Saturdays go to the lake place, and Sundays go to the people who missed you during the week. The phone still rings, and somebody else picks it up.
Your leadership.
The Monday meeting is about where the company goes next year, not about who is covering the late quote. Your days go to building the company and developing the team.
Your multiple.
A buyer walks the building and sees systems that run without you, and the offer reflects that. Companies that run on documented systems trade one to two turns of EBITDA ahead of the rest.
Eighteen to thirty-six months is how long it takes to build a company that runs without you, and that is the work that is in front of you now.
Your week looks different once this work is in place.
Your evenings and weekends stop being interrupted.
The pricing exception no longer arrives at seven in the evening, because the rule is written down and the system follows it. A call comes in on a Friday night, and the phone that rings is not yours.
Your leadership team builds the company rather than holds it together.
The people who spent their mornings closing the gaps between systems now spend them deciding what the business becomes. That is the work they were hired to do.
Your company is worth more whether or not it is ever sold.
A documented process with measurements attached is what a buyer can see, and it is the same thing that makes the company easier to run while you still own it.
The choice stays yours.
A company that runs on systems can be sold, passed to family, held while you do something else, or simply enjoyed. This work hands you the option, and it commits you to nothing.
This has been done before, in real companies, with real numbers.
100% / 92%
A nonprofit bought a major CRM and it stalled at close to zero adoption three months later, and the team said the problem was that they were not technical people. The work was done on site, training them on their own daily jobs using the tool rather than training them on the software. The result was one hundred percent team adoption and ninety two percent active utilization.
$396,000
A web development firm doing $1.2M a year had three project stages that were being done by hand. Those stages were automated in eight days, with a person still reviewing the final deliverable. The firm's profit went from twelve percent to forty eight percent, which added $396,000 to the bottom line.
Ed built systems for the FAA that doubled United States commercial air traffic capacity without a single new airport gate and without any sacrifice to safety. He built a neural network for NASA Goddard that other NASA divisions asked to replicate. He spent seventeen years in government technology reporting profit and loss quarterly to the White House on a program that grew from $1.4M to $16B in backlog. He also ran a managed IT services company for twenty six years and grew it from nothing to $2M in annual recurring revenue, where the average client stayed 17.5 years against an industry norm of three to five, and one client stayed for all twenty six years and still calls.
In every one of these, the technology was the smaller half of the problem, and the result came from deciding what to fix first, writing down where things stood before the work began, and getting the people who use the system to actually use it.
A partnership rather than a service.
Your Chief AI Officer and your leadership team build the vision, the strategy and the implementation together. The reason matters: a plan the leadership team did not help build is a plan nobody champions, and a plan nobody champions quietly dies.
We only accept an engagement when the leadership team is in the room, fully supporting the plan and championing it to the rest of the organization.
01
You start with a written governance policy in place before anything is built, covering what may be built, what data may enter a model, and who approves it. That policy is revisited with every new build and every change in the regulatory picture.
02
You get one Digital Employee at a time, and each runs for three months before the next begins, so it is tuned, measured and proven before anything is layered on top of it.
03
Every recommendation arrives in writing, and once you approve it, the work moves without coming back to you for permission at each step, in consultation with the leadership team.
04
You agree a technology budget before the first day, separate from the retainer, so the work never stalls waiting on a small approval from you.
A Digital Employee is an AI system that takes over a defined business process and does it consistently, around the clock.
Most AI projects cannot be measured afterward, and the technology is almost never why.
Almost nobody in this field records where things stood before the work started, so six weeks later there is no way to prove anything changed. That is a discipline problem the whole industry has, and it is not a criticism of anyone's spending. We record the baseline first, so the work is measurable from the first day.
01
Before any work begins, you have a written baseline, so that in ninety days you have a number nobody can argue with.
02
Every month you can see what was done and how the Digital Employees already running are performing against the targets set before they were built. A voice agent, for example, shows you how many calls it covered around the clock, how many customer questions it handled, and how many appointments it booked.
03
Every quarter you see the dollars, measured against that baseline.
04
Twice a year you see the whole picture rescored, so the direction is clear rather than the noise.
Three ways we can help you adopt AI.
The Map
$12,500
A full day with your leadership team, led in person by Ed Becker. All inclusive.
See The MapYour Chief AI Officer
$12,000 per month
Your leadership team gets a partner who shapes the strategy with you, builds the Digital Employees you approve, and measures each one against the results you define.
See the EngagementMost companies begin with The Check and take The Map next. Your governance policy arrives within forty eight hours of that day, your written plan for the year follows within ten business days, and you decide from there whether a Chief AI Officer is right for your organization.
You get someone who knows your business well enough to be useful in the room.
Time gets spent learning how your business actually runs rather than being spread across a client list. You get someone who knows your people by name, knows which processes matter, and can be useful in a conversation without being briefed first.
Two minutes, and you know what to do next.
It is free, it takes about two minutes, and the reading is yours whether or not you ever speak with us.
