Six practices, one firm.
We organize around the places in a portfolio company where frontier models earn their keep. Each practice is staffed by engineers who have shipped in the domain, not consultants who have read about it.
The oldest levers in a PE playbook, now redrawn by models that can read a bill of lading and a contract in the same pass. We rebuild forecasting, inventory positioning, procurement, and exception handling around systems that surface decisions rather than dashboards. The work is concrete and the KPIs are the ones the CFO already tracks.
Pipelines are the obvious target and the one most engagements get wrong. The value is not in writing better outbound copy; it is in re-architecting how a portco qualifies, routes, and prices an inbound request against the specific contours of its vertical. We build the supporting infrastructure first and the agent-style interfaces second.
Close cycles, reconciliation, vendor onboarding, audit preparation — the mechanical work that sets the pace of every portco month-end. Frontier models handle these loops reliably when the surrounding pipeline is built properly. We build the pipeline first and let the models do the work they are actually good at.
Contact centers, self-serve portals, and the long tail of account management. The work is not about replacing humans; it is about moving the boundary between a supervised response and an unsupervised one deliberately, with evaluation pipelines that make the boundary visible to the operating committee.
Underwriting memos, research notes, investment committee packs, engineering reviews, policy and claims packets — the knowledge work that a portco's senior people spend half their week producing. We target the loops where the format is stable, the inputs are machine-readable, and the reviewer is still a human with a pen.
Model-assisted review of contracts, policies, filings, and transaction data. This is the practice area with the sharpest regulatory edges and the one where model neutrality matters most — the regulated entity cannot afford to be locked into a single vendor when the supervisor asks a pointed question in eighteen months.