Three services,
three operational areas
Each service covers a bounded set of tasks within a specific part of a business. Scope, duration, and pricing are set before work begins — no surprises mid-engagement.
Back to homeHow to read this page
Each of the three services below covers a specific operational problem. They do not overlap and are not intended to be combined unless there is a clear reason to do so across different departments.
The detail pages for each service describe the scope, the engagement structure, what is included, and what is expected from the internal team. Pricing is given here and on those pages — it is a single payment with no ongoing fees attached.
Invoice & Receipt Processing
Implementation of automated extraction from supplier invoices, receipts, and delivery documents, replacing manual re-entry into accounting systems. Covers document sampling across suppliers, accuracy measurement, exception routing, and integration with the existing accounting package.
Finance teams handling several hundred documents monthly. Three or more regular suppliers with consistent document formats.
Inventory Demand Forecasting
Building demand forecasting from a company's own sales history, applied to reorder points and stock levels, with attention to seasonality and promotional periods that distort historical patterns. Includes a parallel period against current practice.
Retailers and wholesalers with three or more years of consistent sales records and identifiable seasonal or promotional patterns.
Staff Preparation Programme
A programme preparing employees to work alongside automated tools, covering what these systems do and do not do, where output requires checking, how to describe a task effectively, and the company's own rules on acceptable use. Four sessions across six weeks using the department's actual work.
Any department beginning to use automated tools or preparing to do so. Particularly useful when staff confidence and policy clarity are the primary concerns.
Division of work across services
What each service automates, what stays with your team, and where the checkpoint sits.
| Service | Released to automation | Checkpoint | Retained by staff |
|---|---|---|---|
| Invoice Processing | Standard format extraction, field population in accounting system, document categorisation |
Low-confidence items flagged for review before entry is confirmed
|
Exception review, unusual supplier format handling, final approval |
| Demand Forecasting | Reorder point calculation for established product categories, seasonality adjustment, promotional period correction |
Categories where model error exceeds current method reviewed by buyer
|
New products, supplier relationship decisions, final purchasing authority |
| Staff Programme | Structured session delivery, policy draft, exercise design based on department material |
Policy draft reviewed and approved by management before circulation
|
Policy decisions, staff application, ongoing use of AI tools, question channel responses |
Finding the right starting point
A practical guide to which service tends to suit which situation.
Time spent on document entry or re-entry
Finance staff spending significant time manually processing supplier invoices, receipts, or delivery documents — especially where volume fluctuates and errors compound under pressure.
→ Invoice ProcessingOverstock or stockouts despite forecasting effort
Reorder decisions based on averages or buyer intuition that do not account well for seasonal patterns or the effect of promotional periods on historical data.
→ Demand ForecastingUneven staff confidence with AI tools
Department members with varying familiarity with automated tools, no shared framework for acceptable use, and no written policy in place — making consistent practice difficult.
→ Staff PreparationNot sure where to begin?
Describing the task and the team involved is enough to start. We can work through scope and suitability together before any decision is made about which service, if any, fits the situation.
Get in touch