How to tell this is about your company
None of these is a breakdown — which is exactly why they can stay for years.
- The same information is typed in a second and a third time: once in an e-mail, once in the system, once in a spreadsheet for the report.
- An order “is in the system”, but to learn where it actually stands you still have to ask one particular person.
- The summary you read on Monday is put together by hand on Friday afternoon.
- The spreadsheet that was meant to be temporary now has a dozen tabs and a caretaker of its own.
- When one person goes on holiday, part of the work stops — because only they knew how it was done.
The same data, retyped three times
An example from a trading company. Nothing here is broken: every tool does its job, none of them talks to the next one.
Today
Customer e-mail
the enquiry sits in the message body
retyped by handPrice list in Excel
items retyped to calculate the price
retyped by handSales system
the same items retyped a second time
retyped by handReporting sheet
and a third time, at the end of the month
After the improvement
Customer e-mail
arrives exactly as it does today
data moves on its ownOne place for the data
items land here once
data moves on its ownSales system
receives them ready
data moves on its ownReport
builds itself from what is already there
People stay where something has to be judged and approved. They disappear from the places where they only moved data from one window to another.
Where we start
Not with picking a tool and not with replacing the system. With the one process that costs you the most manual work today.
- 1
A conversation about one process
A free consultation (30 min) and a working prototype within 24 h — 0 PLN, no strings. We talk about one process: what happens in it, where it stalls and how many times the same data gets retyped.
Result: A recommended scope — including the answer “this is not worth building”.
- 2
One improvement, quoted on its own
Scope, price and the way we will verify the effect go in writing before anything is built. We fix a fragment of the process, not the whole company at once.
Result: A working fragment of the process and an acceptance criterion you can actually check.
- 3
Next steps, month by month
Only after the first result. Choosing the next priorities, coordinating the people who build, checking whether the change really helps, and making sure new tools fit the whole.
Result: A fixed monthly scope — instead of yet another project from scratch.
Monthly care packages and their prices are in the pricing page — the same ones we use after implementations. See care pricing
How I know this works
Two implementations written up here step by step, including what did not go to plan.
Invoices go from the inbox into the accounting system without retyping — over 2 hours of manual work saved every month.
Invoices: Gmail → wFirmaTransfers at a care agency: from 3 days down to 15 minutes, 30 hours a month taken off the team.
Transfers at a care agency
Who does this
Mateusz Kozłowski
Business and AI solutions architect
I work between departments: I talk to the people who run the process, look at the data you already hold, and check what can be done inside your current tools before proposing anything new. I set the scope, coordinate the build and verify that the result actually helps.
AI is one of the tools, not a requirement. Some of the improvements I propose are simply connecting two systems or changing the order of the steps.
Where I work from
Most often with companies from Słupsk, Koszalin, the Tricity area and Szczecin — but distance is not a condition here. We work online; on-site meetings by arrangement.
When I advise against it
If nobody in the company can describe the process without “it depends”, there is nothing to improve yet — the first step is mapping the process, not buying anything. I also advise against it when the case covers a handful of documents a month: keeping such a solution alive costs more than the work it removes.
Questions that come up on the first call
Does this mean we have to replace our system?
That is not the starting assumption. First I check what can be done inside what you already have: connect the data, straighten the order of the steps, take load off one place. Sometimes the analysis does show that new software is needed — then I say so directly and show what it follows from.
What does it cost?
The conversation about one process is free. I quote the first improvement separately and in writing, once it is clear what exactly it has to do. Implementation and monthly care rates are published on the pricing page.
Does it have to involve AI?
No. AI comes in where a document has to be read, data matched, or a decision prepared for approval. Where connecting two systems is enough, AI only adds cost and more things that can break.
We do not want yet another tool to operate.
This is not meant to be another panel to log into. An improvement should take work off people, not add a place they have to keep checking. If the outcome were a tool that needs watching, that is a sign the solution is wrong.
Let's talk about one process
Write down what is done by hand at your company. I reply within one working day — with questions or with a proposed time.
Prefer to talk right away?
Call or pick a slot in the calendar — the form is not the only way in.