Strategy alignment • Gaps analysis • Decision to action • AI agents

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One action plan that reaches your goals. Every department moves in the same direction, toward results you can measure, and it adapts when the market moves. Your team runs it, without consultants or a months-long programme.

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Example company

Arvena SE

A listed company, renamed. Built from its public reports. Not a customer.

The platform

Your direction, written down and structured.

Everything the company has said about where it is going, pulled into one structured document.

▤

Strategy Summary

Comprehensive strategy overview

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Executive summary

Arvena enters the 2026–2027 strategy period from a position of profitable growth, accelerating cloud adoption and a defined transition from system of record to system of intelligence. FY2025 revenue reached €189 million, up 11%, with EBIT of €68 million and a 36% margin. H1 2026 revenue reached €103.2 million, up 12%, Cloud & Subscriptions revenue €55.7 million, up 26%, EBIT margin 35% and Cloud ARR €113.8 million, up 25% year over year. These metrics support continued investment in product development, AI and international growth while preserving margin discipline. The enterprise strategy combines five mutually reinforcing priorities: compound recurring-revenue growth, full-range Workforce Management coverage, governed AI product expansion, cloud-native platform foundations and disciplined international development. The 2026 guidance is approximately €215 million of revenue and an EBIT margin above 34%; the 2027 objectives are approximately €245 million of revenue, 14% revenue CAGR, 16% software-revenue CAGR, approximately 75% recurring revenue and EBIT margin above 33%. The 2030 ambition is approximately €400 million of revenue, approximately 80% recurring revenue and EBIT margin above 35%. Arvena will extend its domain position by embedding conversational execution, automated configuration, decision support, forecasting, anomaly detection and workforce intelligence into Arvena Enterprise, Arvena Cloud and Arvena Go. AI remains additive to subscription-based system-of-record, compliance and workflow functionality. The product boundary is governed execution: high accuracy, auditability, human control and compliance remain mandatory because Workforce Management is a risk-critical process shaped by complex and changing rules. Arvena Go provides the principal small-business growth platform, with 2027 objectives of approximately 27,000 customers, €15 million ARR and profitability. Its lower Q1 2026 retention metrics require separate performance visibility. International growth will focus on existing European markets, supported by deployment across most European countries and 11 software languages; non-DACH revenue was €11.6 million, or 6% of FY2025 revenue. Sustainability is integrated into customer trust, employee experience, integrity, information security and environmental protection. Arvena targets customer retention, employee engagement, diversity, ISO/IEC 27001:2022 recertification and a 90% reduction in Scope 1–3 greenhouse-gas emissions by 2045. The strategy therefore joins financial expansion with governed technology, customer outcomes, workforce capability, compliance and long-term environmental responsibility.

Growth Strategy

Arvena will pursue growth through recurring Cloud & Subscriptions revenue, an expanding global subscriber base, full-range Workforce Management coverage, product enhancement and operational discipline. FY2025 revenue was €189 million, up 11%, while H1 2026 revenue reached €103.2 million, up 12%, and Cloud & Subscriptions revenue reached €55.7 million, up 26% year over year. Cloud ARR reached €113.8 million, up 25% year over year, while recurring revenue reached €74.8 million, or 72% of revenue. These figures establish cloud conversion and subscription expansion as the principal growth engine. The 2026 guidance is approximately €215 million of total revenue and an EBIT margin above 34%. The 2027 framework targets approximately €245 million of revenue, 14% total-revenue CAGR, 16% software-revenue CAGR, recurring revenue of approximately 75% and EBIT margin above 33%. The 2030 ambition is approximately €400 million of revenue, approximately 80% recurring revenue and EBIT margin above 35%. The presentation uses both 2025–2027 and 2026–2027 references for the 14% CAGR; the strategy retains the stated target without assigning a different calculation basis. Growth will be supported by continued development of AI and Analytics, R&D investment of approximately 16% of revenue, increased revenue in existing European markets and the full-range proposition across enterprise, mid-market, SMB and small-business customers. Margin expansion remains a condition of growth rather than a separate objective: recurring-revenue expansion, cloud delivery and operational excellence must reinforce the 2027 EBIT target.

FY2025 revenue was €189 million, up 11%; Q1 2026 revenue was €51.442 million, up 11%.
2026 guidance is approximately €215 million revenue with EBIT margin above 34%.
2027 targets include 14% total-revenue CAGR, 16% software-revenue CAGR, approximately 75% recurring revenue and EBIT margin above 33%.
Cloud & Subscriptions ARR reached €109.8 million in Q1 2026, up 27% year over year.

Offering and Workforce Management Solutions ›

AI and Product Innovation ›

Cloud Transformation and Platform Foundations ›

Arvena Go ›

International Market Strategy ›

Strategy translated to work, with owners and estimates.

Each action traces back to a line in the strategy. In this run: twelve actions, 36 to 89 days each.

✓

Actions

Action plan with prioritized tasks and initiatives

Export to Jira

Action Establish Integrated Strategy Performance System Define the calculation bases, scopes, owners, interim milestones and review cadence for revenue CAGR, software revenue CAGR, recurring revenue, EBIT margin, customer, Arvena Go and international growth commitments. Reconcile the 2025–2027 CAGR period, recurring-revenue definitions, customer-count scope, retention treatment and Arvena Go ARR figures so the strategy can be managed through one consistent enterprise performance system. ⌃ High Hybrid ◷ 36d ✦ View artifacts Manual setup

Action Approve Cloud Platform and Migration Roadmap Create and execute the target cloud-native, AI-/Agent-first architecture and migration roadmap that supports recurring-revenue growth, reduced time-to-market and the transition from system-of-record to system-of-intelligence. The workstream will define legacy treatment, centralized data, rules and compliance logic, API standards, service ownership, security controls, reliability objectives and a cloud unit-economics scorecard covering cloud gross margin, infrastructure cost per active employee, support cost per account, professional-services margin and AI inference cost per active AI user. ⌃ High Hybrid ◷ 62d ✦ View artifacts Manual setup

Action Build Governed Data and AI Operating Model Establish the governance, data foundation and delivery operating model for ambitious AI-driven transformation, AI-driven products and the Bangalore AI Hub, using the readiness assessment baseline of 28/36 (Progressing) to strengthen strategy clarity, leadership ownership, process maturity and execution discipline while leveraging high data readiness and organisational adaptability. Define decision rights, model approval, human oversight, explainability, validation, monitoring, incident escalation, data permissions, accountability and quality thresholds, including model accuracy, false-positive and false-negative rates, recommendation acceptance, manager override rates, policy-rule conflicts, AI-related complaints and material incidents. Prioritize the agent portfolio and connect each committed capability to customer, productivity, revenue and risk measures. ⌃ High Hybrid ◷ 57d ✦ View artifacts Manual setup

Action Deliver Priority AI Workforce Capabilities Develop and deploy the highest-value AI and analytics capabilities within governed core workflows, moving Arvena toward a system-of-intelligence while preserving subscription-based system-of-record, compliance and workflow functionality and pursuing new AI-enabled products, channels or business models that can expand revenue, customers or market share. Prioritize role-based copilots, forecasting, anomaly detection, configuration, workforce intelligence, data quality and schedule scenario assistance before broader agent rollout. ⌃ High Hybrid ◷ 89d ✦ View artifacts Manual setup

Action Scale Full-Range Workforce Solutions Operationalize the full-range Workforce Management proposition across enterprise, mid-market, SMB and small-business segments and priority industries. Package Time Management, Time Evaluation, Qualification Management, Forecasting, Self Services, Personnel Services and Deployment Planning into segment-specific offers, with measurable customer outcomes, implementation patterns, vendor-agnostic integrations and scalable support capacity. ⌃ High Hybrid ◷ 74d ✦ View artifacts Manual setup

Action Stabilize Arvena Go Growth Economics Create a standalone, reconciled Arvena Go growth and profitability plan covering ARR definitions, group reporting treatment, acquisition, retention, pricing, product features, margin improvement and delivery capacity. Address the materially lower retention profile while preserving customer satisfaction and establishing the precise profitability measure and target date for the 2027 objectives. ⌃ High Hybrid ◷ 55d ✦ View artifacts Manual setup

Action Protect Retention and Customer Value Implement an enterprise customer-value and retention program that separates Arvena Go reporting where strategically required while maintaining transparent group visibility. Standardize customer health, renewal, expansion, NPS and workforce-outcome measurement, and connect product usage to deployment efficiency, compliance, planning accuracy and employee experience. ⌃ High Hybrid ◷ 45d ✦ View artifacts Manual setup

Action Deliver Margin and Capital Discipline Translate growth, cloud conversion, R&D investment and recurring-revenue expansion into an integrated financial operating plan. Establish cost, headcount, pricing, productivity, cash-allocation and dividend constraints, while preserving approximately 16% R&D investment and maintaining the 2026 revenue and EBIT guidance and 2027 margin ambition. ⌃ High Hybrid ◷ 42d ✦ View artifacts Manual setup

Action Strengthen Workforce Capability and Inclusion Build the workforce capability, leadership pipeline and employee-experience infrastructure required to execute growth, cloud and AI priorities. Establish baselines and trajectories for gender representation, recruitment, promotion, attrition, learning, flexibility, health, onboarding and career development, with measurement methods and accountable ownership. = Medium Hybrid ◷ 55d ✦ View artifacts Manual setup

Action Complete Security and Compliance Assurance Close the assurance and regulatory-readiness gaps across cloud, APIs, workforce data, AI and European markets, with production model-risk controls supporting ambitious AI transformation. Define ISO/IEC 27001:2022 scope and recertification date, assign control owners, assess material findings, expand compliance training, establish market-specific obligations and integrate AI model-risk controls with the Compliance Management System, including role-based permissions, preview mode, policy simulation, mandatory approval for changes affecting pay, overtime, rest periods, qualification requirements or contractual schedules, and readiness for high-risk employment-AI rules applying from December 2, 2027. ⌃ High Human ◷ 60d

Action Define Net-Zero Measurement and Pathway Convert the 2045 Net Zero Strategy into an auditable emissions baseline, interim pathway and operating program covering Scope 1–3, cloud and AI infrastructure, procurement, suppliers, resource conservation, residual emissions and treatment of offsets or removals. = Medium Hybrid ◷ 48d ✦ View artifacts Manual setup

Every task ends with a name on it. A person's, or an agent's.

Where a person does the work, they get an instruction they can act on. Tasks export to CSV for Jira or any project tool.

ACTION #11567

Execute European International Growth Program

OPEN HIGH 69d est

Focus international expansion on existing European markets outside DACH by selecting priority countries and segments, quantifying revenue and pipeline contribution, and aligning localization, multilingual product support, implementation, customer success, partnerships, sales capacity and country-specific labor, privacy and compliance readiness, while addressing that non-DACH revenue reached only 8% in H1 2026 and remains under-diversified.

Objective

International Market Strategy

Timeline

Oct 12, 2026 → Feb 5, 2027

Tasks 13

Task Inventory European markets Assess existing non-DACH European markets using CRM, revenue, customer, pipeline, product-language, partner and delivery data to establish the factual baseline for prioritization. The output is a country-by-country market inventory, and done means every existing non-DACH market has documented baseline evidence and data gaps. ⌃ High AI agent ◷ 4d IS

Task Segment European demand Define priority customer segments and industries within non-DACH markets by evaluating addressable demand, product fit, buying patterns, competitive position, implementation complexity and existing customer evidence. This produces approved country-segment hypotheses, and done means each candidate country has a documented segment rationale and exclusion logic. ⌃ High AI agent ◷ 5d IS

Task Model country economics Quantify the commercial contribution expected from each priority country and segment, including bookings, revenue, recurring revenue, pipeline coverage, sales capacity, investment and timing. The output is a country-level financial and pipeline model, and done means targets reconcile to the next-12-month international bookings objective and include explicit assumptions. ⌃ High AI agent ◷ 6d IS

Task Approve country priorities Convert the market baseline, segment analysis and economics into an executive-approved priority-country plan with countries, segments, revenue targets, pipeline requirements, owners and quarterly milestones. This creates the governing execution baseline for the program, and done means approval is recorded with no unresolved ownership or target gaps. ⌃ High Human ◷ 3d ES

Task Assess country regulations Identify and assess country-specific labor, privacy, employment, workforce-data, AI and related compliance obligations for every priority country. The output is a country obligations register with applicability, evidence requirements, product and contract implications, owners and remediation actions, and done means all launch-relevant obligations are documented. ⌃ High Human ◷ 7d EC

Task Design localization plans Assess and plan product, documentation, sales-material and support localization for every priority country, using the existing 11-language capability and country-specific requirements. The output is a dated localization backlog with scope, dependencies, owners and acceptance criteria, and done means all priority-country localization gaps are assigned and scheduled. ⌃ High AI agent ◷ 5d LP

Task Validate delivery capacity Determine whether implementation, integration, customer-success and support capacity can serve forecast demand in each priority country, including vendor-agnostic HCM deployments and language coverage. The output is a country-capacity plan identifying demand, supply, gaps, hiring or enablement actions and launch constraints, and done means no critical capacity gap remains unowned. ⌃ High AI agent ◷ 6d ID

Task Plan partner coverage Evaluate and expand local implementation, integration, referral and support partnerships required for priority-country execution. The output is a partner coverage plan with target partners, roles, commercial terms, onboarding requirements and capacity contribution, and done means each priority country has an approved partner coverage decision. ⌃ High Human ◷ 5d PS

Task Close regulatory gaps Remediate product, contractual, process, localization, security and operational gaps identified in country obligations registers before commercial launch. The output is an evidence-backed remediation pack for each priority country, and done means every high-risk launch blocker is closed or formally accepted by the authorized compliance authority. ⌃ High Human ◷ 7d EC

Task Build sales capacity Translate approved country targets into territory coverage, quota, hiring, enablement, demand-generation and operating requirements for regional sales teams. The output is a dated sales-capacity deployment plan, and done means coverage is sufficient for the approved bookings and pipeline objectives or gaps have funded remediation. ⌃ High Human ◷ 5d IS

Task Generate qualified pipeline Launch country-specific demand generation, account targeting, partner sourcing and sales-development programs to build qualified non-DACH pipeline against the approved international bookings targets. The output is a CRM-governed pipeline build program, and done means qualified pipeline reaches at least 3.0 times the next-12-month international bookings target. ⌃ High Human ◷ 9d ID

Task Authorize commercial launches Run country launch-readiness reviews integrating priority plans, pipeline, localization, delivery, support, partner coverage, sales capacity and regulatory evidence. The output is a signed launch gate decision for every priority country, and done means no country enters commercial launch without country-specific regulatory readiness sign-off and closure of critical operational dependencies. ⌃ High Human ◷ 4d IP

Task Install performance governance Operationalize the international program through a recurring dashboard, review cadence, corrective triggers and executive reporting covering revenue, bookings, pipeline, conversion, localization, capacity, partner contribution and regulatory readiness. The output is a live country-level performance system and handoff package, and done means owners can monitor and correct execution without rebuilding the analysis. ⌃ High AI agent ◷ 5d IP

TASK · Inventory European markets

Responsible owner

International Strategy Lead

Key performance indicator

100% of existing non-DACH European markets have documented revenue, customer, pipeline, language and capacity baselines or explicitly logged data gaps

Timeline

Oct 12, 2026 - Oct 15, 2026

Action items

Extract country-level revenue, customer, bookings, pipeline and win-rate data from CRM and finance systems
Map current product-language, implementation, support, customer-success and partner coverage by country
Document data gaps, assumptions and baseline definitions
Publish the validated non-DACH market inventory

The agent runs on instructions compiled from your strategy.

Guardrails are built in: what the agent may do, which systems it may reach, and where a person must approve. The agent runs on your systems, with the model you chose.

✦ AGENT ARTIFACTS

Inventory European markets

System prompts, skills and task instructions for this task.

Task instruction Served to the agent through the MCP server

inventory_european_markets

Overview

Establish the validated baseline for every existing non-DACH European market, covering commercial performance, customers, pipeline, product languages, delivery, support, customer success and partners.

When to Use / When Not To

Use as the first analytical task. Do not use to approve countries, set targets or infer facts where source data is absent.

Prerequisites & Access Required

Obtain read access to CRM, finance, customer, product-language, implementation, support, customer-success and partner systems; confirm country and period definitions.

High-Level Workflow

Extract, normalize, reconcile, map coverage, document gaps and publish the inventory.

Input Contract

Input is the initiative brief and authorized source-system extracts; no predecessor task is required.

Step-by-Step Procedure

1. Define the non-DACH country universe, reporting period, currency, revenue and bookings definitions, customer-status rules, pipeline qualification standard and source priority.

2. Extract country-level revenue, bookings, customers, qualified pipeline, opportunities, win rate, sales cycle and close-date data from finance and CRM systems.

3. Reconcile country totals to reported corporate figures and preserve source discrepancies with explanations.

4. Map current software-language, product, implementation, integration, support, customer-success and partner coverage by country.

5. Record source dates, field definitions, missing values, data-quality issues, assumptions and known exclusions for every country.

6. Validate the inventory with finance, CRM and operating-data owners and capture corrections or explicit exceptions.

7. Publish the country-by-country inventory and a data-gap register for segmentation and modeling.

Output Contract

Produce the validated non-DACH market inventory and data-gap register. Task 11636 consumes the inventory for segment analysis; task 11637 consumes its commercial baseline.

Quality Checklist

Every existing market appears; commercial figures reconcile or discrepancies are explained; coverage maps are complete; data gaps and assumptions are explicit; validation owners and dates are recorded.

Error Handling & Edge Cases

Do not merge countries because of regional account structures without a documented allocation rule. Preserve multiple reported values when reconciliation is pending. Mark zero, missing and not-applicable distinctly. Escalate inaccessible systems or unowned definitions.

Escalation & Human-in-the-Loop Rules

Finance, CRM and operating owners validate definitions and corrections. The agent may analyze authorized data but must not certify financial truth independently.

Guardrails (Hard Constraints)

Use existing non-DACH markets only. Do not fabricate values or fill gaps with estimates unless explicitly labeled and approved for modeling.

Worked Example

If a regional customer is booked centrally, retain the source value, document the allocation issue and exclude it from country comparisons until finance confirms an allocation method.

Maintenance Notes

Refresh the inventory for each planning cycle and whenever source definitions or country ownership changes.

RELIABL.IT researches the market on its own schedule.

You hear about a change while you can still act on it. You set the schedule, and you can run the research at any time.

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Market and Industry Pulse

Observed September 17, 2026

Major changes detected

Executive summary

As of September 17, 2026, Arvena remains operationally strong: H1 2026 revenue rose 12% to €103.2m, Cloud & Subscriptions revenue increased 26% to €55.7m, EBIT margin was 35%, and Cloud ARR reached €113.8m, up 25% year on year. This provides revenue visibility and capacity to fund AI, internationalization, and product development. The strategic picture is mixed. AI is progressing toward agentic workflows faster than Arvena’s public governance evidence; cloud migration is financially working but migration coverage, unit economics, reliability, and hyperscaler concentration are not fully observable; Arvena Go has exceeded €10m ARR and achieved profitability but still requires sustained retention-led execution; international revenue outside DACH has grown from 6% in 2024 to 8% in H1 2026 but remains under-diversified; and large HR-suite vendors are increasing competitive pressure through bundled AI and native-platform advantages. The central board-level issue is proof: Arvena must demonstrate that AI improves planning with human oversight, cloud migration improves unit economics, Arvena Go growth is retention-led, and international expansion can become a durable second growth engine.

1. AI Governance and Adoption ›

2. Cloud Migration Economics ›

3. Arvena Go Retention Economics ›

4. European WFM Expansion

International revenue was 6% of revenue in 2024 and 8% in H1 2026, leaving the business under-diversified and dependent primarily on DACH execution and cloud migration.
Arvena supports 11 software languages and says its solutions are deployed across most European countries; its stated approach is to deepen existing markets rather than pursue uncontrolled geographic expansion.
Germany’s September 13, 2022 Federal Labour Court ruling requires employers to implement a system recording total working time, while the German government intends to create a more specific electronic-recording framework.

5. WFM Competitive Displacement ›

You decide. Every recommendation comes with its reason, and nothing changes until a person approves it.

A real alignment on this company, run on 13 October 2026: the proposed changes, then the strategy and the action they changed.

▤

Proposed changes

Each one with its reason. Nothing changes until you approve it.

✓

EDIT International Market Strategy

Update international scale from FY2025's 6% non-DACH share to the H1 2026 8% share and identify the remaining concentration risk.

✓

NEW International Market Strategy

Add the implementation and localization dependencies that must accompany European expansion.

✓

EDIT Execute European International Growth Program

Update the international baseline to H1 2026 and add the research-backed diversification risk to the program objective.

After approval: what changed in the strategy

Before

~~FY2025 non-DACH revenue was €11.6 million, representing 6% of total revenue; this establishes international expansion as a material growth opportunity from a still limited revenue base.~~

After

Non-DACH revenue reached 8% of H1 2026 revenue, up from 6% in 2024; the base remains small, leaving 2027 growth dependent primarily on DACH execution and cloud migration. European expansion depends not only on language coverage but also on implementation capacity, local labour-law configuration, works-council engagement, payroll interfaces and local reference customers. The strategy should therefore track country-level pipeline, bookings, win rate, implementation backlog, deployment duration and partner-sourced share before broadening investment.

And the action it affects

Execute European International Growth Program

Test a direction before you commit to it.

Every option comes back with the work it would take.

⚙

Playground

Arvena Cloud Workforce AI Expansion Across European Markets

Action Execute European International Growth Program Focus international expansion on existing European markets outside DACH by selecting priority countries and segments, quantifying revenue and pipeline contribution, and aligning localization, multilingual product support, implementation, customer success, partnerships, sales capacity and country-specific labor, privacy and compliance readiness, while addressing that non-DACH revenue reached only 8% in H1 2026 and remains under-diversified. ⌃ High Hybrid ◷ 69d

Option B: growth by acquisition.

Hold several versions of the strategy, with one active. Each is worked down to its own gaps, actions and tasks.

⚙

Playground

Acquisition-Led Workforce Intelligence Expansion Across Regulated Global Markets

Action Establish M&A Investment Governance Create the funded, governed acquisition programme required to support the €400 million 2030 ambition. Reconcile the €129.8 million Q1 2026 cash reserve with the stated M&A capital reserve above €130 million; define target profiles, transaction timing, valuation, funding, integration costs, revenue and recurring-revenue contribution, margin effects, approval thresholds, investment gates, decision rights, escalation thresholds, and acquisition pacing. ⌃ High Human ◷ 50d

Action Baseline Operating Readiness Establish the missing financial, commercial, customer, delivery, technology, security, integration, and organisational baselines needed to validate acquisition readiness and manage the 2026–2030 trajectory. Standardise definitions, reporting periods, data sources, and current actuals for recurring revenue, cloud gross margin, CLTV/CAC, churn, retention, renewal, satisfaction, service levels, implementation performance, support capacity, product quality, cash flow, technical debt, integration capacity, and international expansion. ⌃ High Human ◷ 42d

Action Launch Strategic Performance Control Implement a single performance-control system linking the 2026, 2027, and 2030 financial milestones to commercial, customer, operating, technology, security, people, and M&A measures. Define review cadence, scenario triggers, escalation thresholds, decision rights, and mechanisms to change acquisition pace, investment, migration sequencing, integration activity, or resource allocation when performance deviates. ⌃ High Human ◷ 34d

Action Define House Of Brands Operating Model Translate the House of Brands strategy into an operating model that preserves acquired brand equity, vertical identity, customer continuity, and autonomy where appropriate while centralising common technology, infrastructure, security, data, administration, and controls. Define service boundaries, accountability, integration patterns, reporting lines, decision rights, stakeholder forums, and measurable synergy expectations. ⌃ High Human ◷ 51d

Action Prioritize European Sector Targets Convert the strategic expansion ambition into a prioritized, evidence-based target-market and acquisition thesis for Europe, Public Sector, Energy, and Utilities while maintaining the existing Production, Healthcare, Retail, Logistics, and Services base. Quantify market attractiveness, competitive position, market access, customer potential, regulatory requirements, capability gaps, and expected contribution to the 2030 trajectory. ⌃ High Human ◷ 44d

Action Execute First Gated Acquisition Execute the first acquisition under the approved investment gates, prioritizing a target that provides European market access or capability in Public Sector, Energy, or Utilities. Complete commercial, financial, legal, tax, technology, security, labour-law, collective-agreement, customer, and cultural diligence; approve the transaction only when funding, valuation, integration capacity, customer continuity, margin, and value-creation assumptions are evidenced. ⌃ High Human ◷ 64d

Action Deploy Post-Merger Integration Office Stand up a repeatable post-merger integration capability for the first acquisition and future transactions. Coordinate brand, customer, people, finance, administration, technology, data, security, compliance, migration, AI, cross-selling, and margin workstreams through a single integrated plan with dependency controls, milestones, risk management, and escalation. ⌃ High Human ◷ 89d

Action Build Intelligence Platform Foundation Deliver the common technology foundation for the system-of-intelligence strategy: open APIs, central rules and compliance logic, unified data environment, AI- and agent-first foundations, role-specific agents, anomaly detection, predictive insights, workforce analytics, and conversational execution. Use the Bangalore AI Hub and preserve the 16% R&D investment discipline while defining release, data-quality, model-validation, technical-debt, and capacity controls. ⌃ High Human ◷ 80d

Action Harmonize Security And Compliance Harmonize acquired platforms and operating processes with ISO/IEC 27001:2022, regional labour laws, collective agreements, human-control requirements for AI-driven decisions, and applicable sector regulations. Establish security remediation, privacy, AI governance, audit, access-control, incident-management, and recertification sequencing before customer and data migrations. ⌃ High Human ◷ 73d

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Common approaches

Three ways companies try to get results from AI today.

AI tools for everyone

ChatGPT or Copilot for each person, plus a few pilots.

Good at

People get faster and learn the tools.

Where it stops

Nothing points the work at the company's goals.

Consultants and outside builders

AI workshops, consultants, an agency, or a vendor's engineers who build the agents on site.

Good at

Expertise and extra hands when you need them.

Where it stops

Months before anything changes. The agents go stale when priorities change.

The annual plan

An offsite, a strategy deck, a cascade through the departments.

Good at

It is how companies are run, and the board understands it.

Where it stops

The plan takes months to reach the work. By the time agents are built, the plan has moved.

AI made people faster. The business did not move.

In McKinsey's 2026 survey, only about 6% of respondents say AI moved their EBIT by 5% or more.

How this gets solved

Start from the strategy. RELIABL.IT keeps it current and turns it into work for people and agents.

1

Strategy

Kept current as the market moves.
2

Cascade

Turned into work in days, for people and agents.
3

Execution

When the strategy changes, the affected work changes.
4

Signals

The system checks for new market signals.

First action plan in minutes. You set the pace from there.

What you get

A company that executes its strategy faster than the competition.

AI shows up in the numbers the company is measured on.

Decisions start moving.

First action plan within minutes. Your team starts at the pace you set.

See it on the platform →

One action plan, every team.

The order and timelines are set, for your people and your AI agents.

See it on the platform →

It keeps up.

When things change, the work the change affects changes with it.

See it on the platform →

The order of events

From your first upload to agents at work. At your pace.

01

Input

You

Upload your strategy if it is written down. If not, upload context: meeting memos, emails, the annual report, QBR decks.
02

Structured strategy

RELIABL.IT, in minutes

From everything you uploaded, RELIABL.IT writes one strategy summary on a standard structure.
03

Gaps analysis

RELIABL.IT, in minutes

Where the strategy lacks a target, an owner or a measure, each with the question that closes it.
04

Refinement

Your leadership team

You answer the questions and agree the strategy, at your own pace.
05

Action plan

RELIABL.IT, then you

Actions and tasks with owners, estimates, order and timelines, each aligned to the agreed strategy.
06

Execution

People and AI agents

People start on their tasks. AI agents start when they can reach their systems and a person approves.

You set the pace. Many companies have their first agents running within 30 days.

What clients say

We decided to transform our business at Kontron - both because of changed international environment as well as to improve our internal processes. On this path, RELIABL.IT helped us revamp our strategy and kickstart our AI transformation.
Robert Kuzmič, CEO, Kontron Slovenia

AI is not about prompts or replacing people - it's about our clear intention to change how we think, how we work, and how we design processes. That's where the real value lies, especially in traditional industries. We're investing in our people so they can lead this transformation, not chase it. RELIABL.IT with their AI Powered Leader approach helped us take the steps to start realizing this.
Dejan Kaisersberger, CEO, KOTO

Three questions

See it on your own company.

First action plan in minutes. You set the pace from there.

See it in action

The AI transformation platform that turns your goals into work for people and AI agents.

Your direction, written down and structured.

What the strategy fails to say.

Strategy translated to work, with owners and estimates.

The agent runs on instructions compiled from your strategy.

RELIABL.IT researches the market on its own schedule.

Test a direction before you commit to it.

Three ways companies try to get results from AI today.

AI tools for everyone

Consultants and outside builders

The annual plan

Start from the strategy. RELIABL.IT keeps it current and turns it into work for people and agents.

A company that executes its strategy faster than the competition.

Decisions start moving.

One action plan, every team.

It keeps up.

From your first upload to agents at work. At your pace.

What clients say

What leaders ask us first.

Can we do this in ChatGPT or Claude?

Why start from the strategy?

Is this software or a consulting service?

See it on your own company.