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Areas of untapped potential

See where it’s truly worth improving processes and data usage in your organization

In many manufacturing companies, systems operate side by side – ERP, MES, SCADA, CRM – but they do not form one cohesive working environment. The data is available, but difficult to use effectively. Processes exist, but still require manual work and do not scale alongside the business.

If you recognize this challenge in your organization, start with a conversation that helps identify the areas with the greatest potential for improvement.

A discovery call is an initial, no-obligation meeting where we analyze your situation together and identify practical directions for improvement – without sales pressure and without one-size-fits-all solutions.

Close-up of four colleagues gathered around a laptop, concentrating on the screen during a collaborative office meeting. The group includes two men and two women in business attire, leaning in and discussing work together.

Different perspectives, one shared goal

Who is this conversation for?

This conversation makes the most sense for organizations that have reached a certain scale and recognize that further growth requires bringing more structure to both IT and operations.

We most often work with companies that use multiple systems at the same time – ERP, MES, SCADA, CRM, or custom-built solutions – and are starting to feel the limitations caused by lack of integration, outdated technologies, and inconsistent data.

In practice, these challenges rarely appear in just one part of the organization. They tend to surface simultaneously across IT, operations, production, and management.

Below, we present selected roles and organizational contexts where these challenges are most visible:

IT Director
/ Head of IT

growing complexity of system architecture and integrations
increasing dependencies and maintenance challenges across the environment
lack of data consistency between systems (ERP, MES, CRM, others)
need to bring more structure to architecture and data management
considering AI / LLM initiatives without a clear starting point

A discovery call helps to:

organize and clarify the current architecture and dependencies
identify areas that require further analysis
assess whether and where data centralization or AI initiatives make sense

Plant Director
/ Production Manager

manual re-entry of data between systems and tools
underutilized machine and sensor data
limited visibility into production processes
insufficient integration between production and business systems
time lost due to manual operations

A discovery call helps to:

identify areas where operational inefficiencies occur
create a more structured approach to production data
define potential directions for further improvements

Business / Operations Representative

time-consuming manual preparation of offers, reports, and summaries
working with inconsistent or fragmented data
the need to combine information from multiple sources
repetitive operational tasks that burden teams

A discovery call helps to:

define the main challenges related to data and processes
identify areas that may require improvement or automation
organize possible directions for change

The right moment to consider a discovery call

When is the right time to reach out?

Most organizations that come to us are already going through change – or have realized that without bringing more structure to their data, systems, and processes, further growth will become increasingly difficult.

It’s a good time to start the conversation when:

data across your organization is fragmented and it is difficult to get one consistent view of the situation
the same information is entered into multiple systems or processed manually
reporting is time-consuming and does not provide full visibility into processes
systems (ERP, MES, SCADA, CRM) are not well connected, or integrations are difficult to maintain
there is a growing need for automation or AI adoption, but no clear starting point
you rely on systems built on older technologies and face challenges with maintenance, scalability, or security

At this stage, you do not need a ready-made plan or a fully defined project. It is enough to recognize a problem or an area that requires better structure and organization.

Dwóch mężczyzn siedzi przy biurku i patrzy na ekran laptopa. Młodszy, w okularach i z zegarkiem na ręce, gestykuluje, jakby coś wyjaśniał. Starszy, z brodą, słucha uważnie. Scena wygląda na spotkanie robocze w nowoczesnym biurze.

What does a discovery call look like?

A discovery call is a working session designed to help organize the situation and identify practical directions for action.

It usually lasts between 45 and 90 minutes – depending on the complexity of the topic and the number of areas discussed.

This amount of time allows us not only to understand the context, but also to properly explore the problem and identify concrete next steps. It is a collaborative effort focused on understanding the challenge and finding the most effective approach to solving it.

01: Understanding the organizational context
We begin by learning about your company – its structure, processes, and system environment. We are interested not only in which systems you use, but above all in how they are used in practice and how data flows between business and production areas.
02: Identifying real constraints
In the next step, we focus on the areas where the greatest time losses, errors, or limitations occur. We analyze both the operational layer – how teams work – and the technological layer: integrations, data consistency, and the limitations of existing systems.
03: Exploring possible directions together
At this stage, we share our experience and present possible approaches to solving the problem. This may involve organizing the architecture, integrating systems, implementing a dedicated solution, or using automation and AI – always in the context of your organization, not based on generic templates.
04: Structuring conclusions and defining next steps
At the end, we summarize the key findings and outline which actions make sense moving forward. Sometimes this means another stage of analysis, sometimes concrete project activities, and sometimes the conclusion that the topic does not require further work at this stage.

What will you gain from the conversation?

What does the conversation bring and how does it translate into next steps?

After the discovery call, you are not left with vague impressions or general observations.

You gain a structured understanding of how your processes, data, and systems work today – and where the real limitations appear within your organization.

During the conversation, we jointly identify the areas where the greatest time losses, inconsistencies, or unnecessary complexity occur – both on the operational and technological levels.

As a result, after the meeting you gain greater clarity about:

which problems are real and require further action
which issues result from ways of working, lack of data consistency, or technological limitations
and which areas do not justify investment at this stage

An orange presentation card on a black background titled “Before – chaos.” The card presents the “Starting point” stage with a white question mark icon inside a diamond shape. Below, a bullet-point list highlights common organizational challenges: fragmented data, inconsistent systems, manual processes, and no clear starting point.

Depending on the topic, we also indicate possible directions for next steps – not as ready-made solutions, but as approaches that make sense within your organization.

This may include the need for further analysis, organizing the architecture, integrating systems, or clarifying business goals before any implementation begins.

This is not a project plan or a ready-made implementation concept. It is the stage where you bring structure to the situation and gain a foundation for making further decisions.

If we believe that a given topic lacks business justification, is premature, or falls outside our area of expertise – we say so openly.

A conversation with experts, not a salesperson

Who will you be talking to?

From the very first contact, you speak with people who work directly on projects and understand the realities of system integration, data-driven environments, and production operations.

You are not speaking with someone who simply collects requirements, but with people who understand both the technological and business context.

Based on the topic you describe in the form, we involve the right people so that the conversation is concrete and valuable from the very beginning.

Michał Krzesiak

Chief Executive Officer

Combines business strategy with practical technology implementation, ensuring that solutions genuinely support company growth.

Has many years of experience, including in the retail industry, which helps translate business needs into concrete actions.

Marcin Dąbrowski

Chief AI Officer

Bridges business and technology by turning the potential of AI and LLMs into practical applications for companies.

Has more than 10 years of experience in the IT industry and is actively involved in the development of language models (including Bielik), enabling the effective implementation of solutions that work in practice.

Wojciech Tokarz

Project Manager

Combines business and technological perspectives, leading projects from the first conversation through to implementation.

Ensures smooth execution and transparent communication, making collaboration concrete, efficient, and easy to follow.

Jarosław Tkocz

Chief Data Science Officer

Combines advanced data analytics with business needs, creating solutions with real impact.

International experience and expert knowledge in model implementation help support accurate and well-informed decision-making.

Przemysław Straszak

Chief Operating Officer

Responsible for effective project delivery and the smooth operation of the organization.

Extensive management experience enables the translation of complex initiatives into concrete, successfully delivered results.

Katarzyna Lewicka

Head of Business Analysis
& Quality Assurance

Combines business needs with technological solutions, ensuring their quality and consistency.

Thanks to experience in analysis and QA, ensures that projects deliver real value and meet high standards.

Questions worth thinking about

The better we understand your starting point, the faster we can move to concrete actions

Even the best solution will not work without the right organizational context.

We do not require detailed preparation or extensive analysis before the conversation. However, if you already have some thoughts around the areas below, the discovery call will be more concrete and valuable.

You do not need to prepare complete answers.

A general understanding of these areas is enough – we will refine the details together during the conversation.

Our goal is not to collect information from scratch, but to move as quickly as possible toward concrete conclusions and practical next steps.

Four business colleagues gathered around a laptop during a team discussion in an office. A woman in glasses sits at the computer while three coworkers lean in, reviewing information on the screen and documents spread across the desk.

01. Processes and operations

Which processes in your organization are currently the most time-consuming?
Where do employees perform repetitive, manual work on data?
Which activities require working across multiple systems at the same time?
Where do delays or operational bottlenecks occur most often?

Why do we ask?

This is usually where the greatest potential for automation and operational improvements can be found.

02. Data and data flow

Is your data consistent across systems (ERP, MES, SCADA, CRM, Excel)?
Where is data manually re-entered or copied between tools?
Do you have access to up-to-date data in real time?
Do reports require manual preparation or combining data from multiple sources?

Why do we ask?

Data-related issues are very often the source of operational problems.

03. Systems and integrations

Which systems do you use on a daily basis (ERP, MES, SCADA, others)?
Are your systems integrated with one another – and if so, how?
Are the current integrations stable and easy to maintain?
Are there areas that still operate outside the systems (e.g. Excel, email)?
Do you have internal systems that have not been updated for a long time or are difficult and time-consuming to maintain?

Why do we ask?

System architecture and legacy technologies often limit growth opportunities more than the processes themselves.

04. Production and shop floor data

Do you collect data from machines, sensors, or production systems?
Is this data actually used in business decision-making?
Do you have full visibility into what is happening in production?
Where do you see the biggest losses of time or operational potential on the shop floor?

Why do we ask?

In many companies, production data exists – but is not effectively used in practice.

05. Business goals

What outcomes do you want to achieve through these changes? (time savings, cost reduction, quality improvement, scalability)
Which areas currently have the greatest impact on business performance?
Do you have defined priorities for the next 6–12 months?

Why do we ask?

Technology only makes sense when it supports real business goals.

06. Previous attempts and limitations

Have you already tried to solve this problem?
What worked – and what did not?
What are the main constraints (time, budget, resources, technology)?

Why do we ask?

This helps avoid repeating ineffective approaches.

07. Organizational readiness

Who on your side is involved in this type of initiative?
Are decisions centralized, or distributed across departments?
Is the organization ready for changes in processes or systems?

Why do we ask?

This helps assess how smoothly we can move from conversation to action.

A professional woman in business attire writing notes in a folder while standing in an office. In the background, two coworkers are seated at a desk, working together in a modern workspace.

Confidentiality is a standard

Conversations about processes, data, and systems often involve sensitive areas – both from an operational and business perspective.

If needed, we can sign an NDA before the meeting so that you can freely present your situation.

This allows you to focus on a substantive, productive conversation without having to limit the context you share.

See a sample NDA

Conversations about processes, data, and systems require complete trust.

Let’s talk