Three ways to start. They all end in the same place: your people working with AI every day.
We don't sell a platform or an agent. We join the organization as a department, with a clear hours quota and a price quoted upfront.
We have seen it enough times to know where it gets stuck.
You bought licenses for everyone
A month later, three employees still open it. The rest went back to Excel.
A vendor built you a bot
The demo was nice. Since then it gives stale answers, and nobody knows how to fix it.
The CEO said we're going AI
There is budget and there is will. Every request waits on the one IT person.
Mapping & prioritization workshop
One day with your department heads. You leave with ten use cases, and a number next to each.
Department by department: what repeats every day, what is keyed in by hand, where the data lives. Every pain becomes a use case with an estimated value, in hours or in money. The same day, employees already try the tool on their own examples.
- Prep interviews with 3 to 5 managers
- A full day on site, laptops open
- A ranked list: what to do first, and why
External AI department
Monthly retainer in hours. Every AI question in the company comes to us, not to your IT person.
We work alongside your IT. Every month we scope a new department, build from the backlog together with the team, train employees around what was built, and write the company's AI rules with you. The month closes with a report: how many hours, on what, and what we learned.
- Validation of what was already built, before building more
- A new department scoped every month
- Building together with the team, until it builds alone
One system that works
One process, one engine. Delivered in a month, maintained for six.
For example: an engine that scans public data weekly and hands sales a list with the message already written. An agent that reads WhatsApp orders and prepares them in the ERP for approval. A bot that answers field staff from the procedures. One scope, one delivery, and training until the team runs it without us.
- Scoping session and a signed scope document
- Delivery, training and rollout with the team
- At the end, the code and data transfer to you
Didn't leave the workshop with five use cases and a number next to each? You don't pay for it.
And the external AI department has no minimum term. A month that brought no value, we don't continue. That is how we make sure every month has to earn the next one.
Three steps, and one that never ends.
- 01
Pick the system
Claude, ChatGPT or Copilot, based on the systems you already run. The subscription in your name, from the vendor.
- 02
Connect the systems
ERP, CRM, email, calendar and WhatsApp. Through MCP when an official connector exists, built by us when it doesn't. All inside your environment.
- 03
Train the people
Groups of five, each department on its own examples. Not a lecture in a hall.
- 04
Stay
Answer questions from the floor, build the next one, recalibrate. Every month, with a report.
There are four ways to bring AI into an organization. In only one of them the capability stays with you.
| Solviz | One-off workshop | Platform resellers | DIY | |
|---|---|---|---|---|
| Tailored to your processes | Yes | Same content for everyone | Within their product | If you persist |
| Connected to your systems | Yes | No | Only their connectors | If you have a technical person |
| Training for every employee | Yes | Whoever showed up | Product training | No |
| Support after the rollout | Yes | No | Tech support | No |
| No vendor lock-in | Yes | Yes | No | Yes |
| Who holds the capability at the end | You | Nobody | They do | You, if you got there |
What we get asked on the first call.
A workshop at a fixed day rate. A retainer in a monthly hours quota, no minimum term. A project with a one-time fee plus monthly maintenance. It usually comes to less than one in-house AI hire's salary, with no recruiting and no dependence on one person. You get the numbers in a written two-page proposal, before we start.
Got a process that's blocking the organization? Let's open it.
30 minutes. No selling, no slides. We map the first step together and check whether there is ROI here.
- The procurement manager doesn't type orders. She approves them.
- The shift manager gets a brief at 6:50, before he walks onto the floor.
- The IT person answers questions. He is no longer the bottleneck.