From working AI
to results that show.
AI can improve daily work, redesign core processes and reshape what your business sells. H3 works across all three horizons, in parallel. Start where value is stuck.
Start where value is stuck.
We improve daily work, redesign the processes underneath it and shape what the business will sell next. The three horizons move in parallel, each at its own speed.
Everyone has access. The work stayed the same.
AI Adoption
Make AI part of recurring work. Change the tasks, habits and conditions around adoption so activity becomes visible business value.
Explore AI Adoption Horizon 2The pilot works. The process stayed the same.
Process Redesign
Rebuild the workflow across people, technology and the business: tasks, decisions, handovers, roles, data, controls and incentives.
Explore Process Redesign Horizon 3The economics changed. The offer stayed the same.
New Business Models
Turn new capability into propositions, services and revenue models customers will pay for, then test whether the business can deliver them.
Explore New Business ModelsBuilt for organisations that can act.
H3 works with whole organisations and autonomous business units, typically with 250 to 3,000 people. The number is only a guide. What matters is whether the sponsor's yes reaches the floor.
CEO or COO
Owns the mandate and the business result.
CHRO
Co-sponsors the change and ensures that better performance also creates better work.
Transformation or AI leader
Turns the mandate into action across teams and functions.
H3 runs the first cycle with your people.
Every cycle brings five roles around one piece of work. Three already belong to you: the sponsor, workflow owner and systems owner. H3 brings an architect and a Transformation Engineer.
Together, they keep People × Technology × Business in the same conversation. We lead the first cycle. Your people take more ownership in each one. We step back.
Five seats per cycle. Three are already yours.
Hover, tap or Tab to a seat. We bring two; you already have the other three.
Sets the direction and carries the mandate. Gives the team cover when the work crosses organisational boundaries.
Keeps people, technology and the business system moving together. One architect can support several cycles.
Works inside the team. Helps build the first cycle with your people and transfers the capability as the work progresses.
Usually 90 days from diagnosis to handover. Long enough to establish a new way of working and short enough to test whether it produces value.
Owns the workflow and the outcome. Knows where time, quality and value disappear in the current process.
Owns the tools, data and connections the redesigned work depends on.
From a stuck initiative to owned change.
A first cycle usually runs for 90 days. Before it begins, the proposal sets the work, the people involved, the decision point and the handover. The shape stays the same across all three horizons. The work inside it changes.
Diagnose and mobilize
Weeks 1 to 2Find what is holding value back. Choose the work worth changing and agree on the result, owners and measurement.
Build and embed
Weeks 3 to 10Build the new behaviour, process or proposition inside the team. Test it against real work and remove what prevents it from sticking.
Validate and transfer
Weeks 11-12Measure the result. Document what matters. Transfer ownership to the people who will run the next cycle.
How we set the fee
We do not use one standard rate because the work is not standard. We scope the first 90-day cycle around what needs to change and make every assumption visible before you decide.
- What sets the scope
- The horizon involved, the number of teams or workflows, the data and systems involved, the governance conditions, and how much of the first cycle H3 needs to run.
- What you see before you decide
- The proposal states the cycle, the people involved, the outcome and measurement, the fee, the assumptions, the decision point, and what sits outside the scope.
- What we agree before work starts
- The start date, access needed, confidentiality and any procurement requirements. We do not ask a team to begin until those conditions are clear.
The first conversation is also a fit check. If a cycle is not the right shape for the problem, we will say so before either side spends time on a proposal.
Find what is holding value back.
Bring us one AI initiative that works technically but has not delivered the expected result. We will examine the people, technology and business system around it and help you decide what needs to move first.