We used AI to build working systems and support day-to-day operations across WAYMORR: from equipment records and settlements to content, documents and management. Here is what we built, the work it takes off people’s hands and where human decisions remain essential.
01Management
The owner’s cockpit
A shared view of data from day-to-day systems.
We built a system that reads CRM, finance, inventory and other sources, retains history and prepares role-specific briefings. Code calculates the figures; AI helps interpret them.
Deadlines and obligations are brought together for review.
Work taken off the team’s hands
Gathering reports, reconciling obligations, finding overdue items and preparing decisions.
WHERE PEOPLE REMAIN RESPONSIBLEThe owner decides on payments, priorities and actions.
02Inventory, logistics and service
Every asset, through its full lifecycle
From receipt and repair to sale and supplier settlement.
We built PIM: a serial-number register, transfers confirmed by the receiving party, service records, commissions and partial payouts. Repair costs are linked to supplier settlements.
Equipment, movements, repairs and settlements are connected in one system.
Work taken off the team’s hands
Maintaining separate stock spreadsheets, chasing status updates and recalculating commissions.
WHERE PEOPLE REMAIN RESPONSIBLEThe team handles equipment, confirms handovers and executes payments.
03Documents and archives
Find the document behind the asset
Customs records linked to serial numbers.
We processed an archive of declarations using scan recognition, serial-number extraction and duplicate checks. A device’s origin document can be found by its serial number.
Search replaces manual browsing through archived PDFs.
Work taken off the team’s hands
Opening archive files and searching for individual devices by hand.
WHERE PEOPLE REMAIN RESPONSIBLEA specialist reviews uncertain recognition results and document adequacy.
04Marketing and content
An editorial workflow with a memory
Drafts, publication history and plan-versus-actual reporting.
We built the content workflow and Analytics: draft preparation, a post register, historical metrics and publication-plan tracking. Integrations are combined with manual input where needed.
Publication history and progress against the plan share one register.
Work taken off the team’s hands
Collecting numbers from separate accounts, maintaining post logs and checking repeated topics.
WHERE PEOPLE REMAIN RESPONSIBLEEditors approve publication. Some data collectors needed restoration at the report date; freshness depends on the source.
05Academy
An education business, connected
Website, documents, enquiries and inspection preparation.
We built a new Academy website, aligned course information, legal text and forms, and connected enquiries to CRM. Required sections and approved wording are checked before release.
Content and compliance checks are part of the release process.
Work taken off the team’s hands
Reconciling website and document versions, writing briefs and coordinating supplier responses.
WHERE PEOPLE REMAIN RESPONSIBLELegal advisers review documents, the director signs and instructors teach. End-to-end payment testing was not complete at the report date.
06Legal work and accounting
Documents ready for specialist review
Preparation and reconciliation before a signature or decision is needed.
AI prepares draft letters, reviews requests and case materials, and assembles packs for external legal advisers. Primary accounting documents follow a consistent filing structure.
Document packs and analyses prepared for legal and accounting tasks.
Work taken off the team’s hands
Finding records, building timelines, comparing versions and explaining context repeatedly.
WHERE PEOPLE REMAIN RESPONSIBLELegal advisers handle legal positions and submissions. Accountants and management retain reporting responsibility.
07Finance and investment
Financial models on a consistent basis
Projects compared using aligned assumptions.
Investment models were recalculated in code for the same reference date. We prepared scenarios, group structure and investor materials, and checked models against supplier proposals.
Reconciliation identified errors and aligned the underlying data.
Work taken off the team’s hands
Updating separate spreadsheets and assembling materials for each new enquiry.
WHERE PEOPLE REMAIN RESPONSIBLEThe owner approves assumptions, risks and deal terms. This work does not establish investment returns.
08Catalogues and pricing
Supplier data ready for sales
A repeatable process for preparing price lists.
We organised supplier-offer collection, model matching, markup calculations and price-list preparation. Sales AI can access the product catalogue through a data interface.
Supplier offers feed a shared pricing workflow.
Work taken off the team’s hands
Combining inconsistent lists, copying specifications and assembling catalogue answers.
WHERE PEOPLE REMAIN RESPONSIBLEA responsible person confirms sales terms and uncertain supplier information.
09IT and digital products
Control of the infrastructure
Access, backups, diagnosis and releases.
We audited access, configured backups, restored a test environment and reworked deployment. Product marketing claims were checked against implemented code.
Release downtime reduced from 15–22 minutes to seconds, according to the internal Monitoring report.
Work taken off the team’s hands
Maintaining access records, preparing releases, diagnosing incidents and checking supplier work.
WHERE PEOPLE REMAIN RESPONSIBLEThese are completed project results, not a claim of current product uptime. The owner approves service payments and critical changes.
10Sales and CRM
Enquiries that reach the team
One part of the wider WAYMORR operation.
We restored message exchange, built a connector and added independent delivery checks. We configured sales-agent knowledge, human handover rules and reviews of real conversations.
API request volume reduced by approximately 84% after optimisation.
Work taken off the team’s hands
Manually finding missing messages and repeatedly maintaining integration and sales-agent rules.
WHERE PEOPLE REMAIN RESPONSIBLESalespeople negotiate and close deals. Revenue uplift was not measured for this incident.
Based on WAYMORR’s internal reports from September 2026. Technical metrics describe particular completed projects, not guaranteed results for every client.
