Use AI where it adds practical value, such as reading documents and extracting information, inside workflows with validation rules and human review.
Examples of the work this service covers. Most projects combine several.
Invoices, delivery notes, purchase orders and forms are read and their key fields extracted, with every value traceable to the document it came from.
Extracted information is checked against your own records, such as purchase orders and receipts, so discrepancies are flagged for review rather than passed on.
Incoming requests, emails or issues are categorised and routed to the right team, with uncertain cases sent to a person.
Large or messy datasets are cleaned, matched and structured with AI assistance, with rules deciding what is accepted.
AI is genuinely useful for some business problems, especially reading unstructured documents and text. It is also unpredictable in ways that ordinary software is not. A sensible implementation uses AI for the steps it does well and surrounds it with deterministic rules, checks and human review.
My own productIn active development
My own product for verifying supplier invoices. It reads invoices, checks them against purchase orders, goods receipts and supplier records, and asks a person when something does not match.
Read the case study →On its own, not always. That is why the AI output in a workflow I design is treated as a proposal. Validation rules, comparison with your business records and human review of uncertain cases decide what is accepted.
It depends on the design. Some tasks can run on models hosted within your own environment, and others use external services under their data terms. Where your data goes is an explicit decision we make together, not a default.
Start with the volume, the cost of the manual step and the cost of an error. If conventional software can do the job reliably, that is usually the better choice. I will say so.
What three-way matching is, why finance teams use it, how to handle mismatches and tolerances, and how to automate it without losing control of payments.
· Read →Tell me what is slowing your team down and which systems you use today. You do not need a technical specification: describing the problem is enough to start.
