Then agents got good enough to do the part that took all the time, so we started Terminal Use.
We learned this work inside some of the largest companies in the US. What changed is what it takes to do it.
Real transformation meant engineers embedded with the team, the data unified, the way decisions get made learned person by person, and the new workflow iterated until people actually used it. It worked. It was also months of interviews, integration projects, documentation, and training, which is why it took years, and why only the biggest companies ever bought it.
Everyone else got the cheap version instead: tools. A copilot on every desk made individual steps faster and left the process alone.
Agents can now do the labor half of that playbook. They read the systems and the email to map a process in days, build on what already exists, and produce the documentation and training as they go. The judgment half still belongs to people.
Terminal Use runs the same playbook we learned there. We still build the foundations first, and we still hold every agent to your team's standard before it touches real work. The difference is that it now takes weeks.
see how it works →We sit with the team that runs the process rather than advising it from outside. Our engineers come from Palantir, QRT, AWS, and Bloomberg, with transformations delivered for engineering, procurement, and construction firms and revenue cycle management companies.
QRT
Court filings, liens, regulator stops, and builders' own accounts: what public records on mission-critical delivery actually show, and what they don't.
READ POST ↗P6 captures the declared plan. The evidence needed to know whether it is achievable is scattered across procurement, field coordination, and commissioning.
READ POST ↗Show us how it runs today and where it hurts. We'll start with one, map the rest, and decide together what gets rebuilt first.
