The five people this firm needs, in the order it needs them.

You run the diagnostic. That means standing on the floor with a stopwatch and a notebook, counting how many times a number gets typed into a second screen, and how long a quote really takes end to end. Then you put a defensible dollar figure on each leak and rank them.

• —Industrial engineering, operations consulting, or you have run a back office yourself
• —You can build a cost model a skeptical CFO will sign off on
• —Comfortable being the outsider on someone else's floor for two weeks

You live inside one client's operation for 8 to 12 weeks and finish one process. Build the agent that drafts the quote or clears the exception queue, run it beside the humans until the match rate holds, then hand it to the run side with the runbook written.

• —Production Python or TypeScript, and something you shipped that people depend on
• —You can read someone else's ERP schema without a diagram
• —You build agents that flag what they are unsure of instead of guessing

The plumbing, which is most of the work. Get data out of NetSuite, Oracle, SAP, QuickBooks, and the homegrown thing holding the place together, and get results back in without putting a scratch on the month-end close.

• —APIs, ETL, and SQL against systems you did not design
• —You have done a real ERP integration and have the scars to show for it
• —You treat a client's production database the way you would treat your own

Everything we build, we keep running. You own the monitoring, the alerting, and the 2 a.m. page, and you improve the agents in production as the client's business drifts underneath them. When something breaks, it is our phone that rings. That phone is yours.

• —SRE or platform background, and you think in runbooks and error budgets
• —You would rather fix the cause than clear the alert
• —You can write the incident note the client's CFO will actually read

You sit across the table from owners and CFOs and explain what we do without a deck. You scope the diagnostic honestly. And roughly a third of the time you tell a company they are not ready yet, which costs us the engagement and is the reason the other two thirds trust us.

• —You have sold complex work to mid-market operators, not to procurement portals
• —You know the difference between a discovery call and an interrogation
• —You would rather lose a deal than oversell one