You've got a problem nobody owns, and no time to think about it. We're two founders who take it on, one problem at a time: a new angle, something built to see it clearly, and the work done with you until it's settled.
Each of these arrived without a job title attached, and none needed a programme.
A technology company's pitch needed a better story. We built the story around what the buyer was weighing and put it on a site, wrote the technology report behind it, and turned their bill of materials into a cost model their team could play with.
A high-street chain's marketing chief wanted to know what moves the dial, and what their teams would do differently during and after. We turned months of research into a twenty-step walk through their marketing operation, with the evidence behind every step.
An international software firm had grown by acquisition, and the leadership team was carrying different versions of the business in their heads. We mapped it, part by part, and gave them one map to argue with.
We're here for the part
nobody has had time to think about.
You bring one problem. We agree a fixed price for it and start, without a programme or a discovery phase. Most take a few weeks.
You hire us for the angle you haven't got. We start by looking at the problem from somewhere you haven't been standing, and the useful question usually turns up in the first conversation.
It might be a model, a page, a report, a calculator or a working prototype. We build with AI agents, so it takes days rather than months, and the judgement calls stay with people.
You get the decision made or the number agreed, with us in the room until it is. You keep everything we built, and you can run it without us.
One fixed price per problem, agreed before we start. You'll never see hours on the invoice.
There are two of us, and that's the point. You get the founders, start to finish: one from the business side, one from the build side. Trusted specialists and AI agents join us when a job needs more hands, and there's no pyramid of juniors learning on your budget.
We run our own firm on AI agents and build with them every day, so we know where they're good and where they fall over before we point them at your problem.
One of us spent 20 years at the BBC and 15 at the John Lewis Partnership. The other has spent 35 years in engineering and business analysis for Tesco Mobile, Inspired Thinking Group, Barclays and the Rail Delivery Group. The costliest failures we've seen were well-built answers to the wrong question, and we'd rather catch those before they get funded.
We say what we think and we enjoy a hard problem. We name our AI agents after rally navigators, and we'd rather build you a working model than a slide. If we're not right for the job, we'll tell you in the first conversation.
“We measure ourselves on one thing. Is the problem still solved months after we've gone?
Our promise
You'll see a real piece of work: what the problem was, what we built, and what the client did with it. We don't publish client names, so we save the detail for the room.
Sometimes a few weeks with a fresh pair of eyes won't settle it. For that, there's the enjn: a new engine for your business, running in eight weeks, fitted while you drive. It's real software, yours from day one, built with you by the same two founders. Everything about it, including the prices, lives on enjn.ai.
The kind that doesn't fit a job title: a pitch that isn't landing, a decision the leadership team keeps circling, a number nobody can agree on, or a tool that doesn't exist yet. If it needs a fresh look and something built to see it clearly, it's our kind of problem.
Days to a few weeks. We look first, agree the shape and a fixed price, then build fast.
One fixed price per problem, agreed before we start. If the problem turns out bigger than we both thought, we say so and agree the next piece, rather than letting a meter run.
Whatever it took to settle the problem, and it's yours to keep. Your leadership team will also have looked at the problem the same way, which is usually the part that lasts.
Openly. AI agents do most of the building and the heavy analysis, and the two of us do the looking and the judging. A founder reviews the models, analysis and recommendations before they reach you, and we say where AI did the work. How we handle your material is on our AI page, linked in the footer.
We work from what you give us, we keep each client's material in its own workspace, and our AI tools run on settings where the provider says it doesn't use what we send to train its general models. The detail is in our privacy notice and our AI page.
We build with AI agents, run by people who know what good looks like. It's the same way of working we'd recommend to you.
You need to know how your business runs, and a calm way to change it when something real turns up. Call that an AI strategy if the board needs a name for it. Most AI strategies we see are a shopping list, and the hard part is knowing what the shopping is for.
A few lines is plenty: what the problem is, what's riding on it and when it needs settling.
Everything we build rests on one idea, and the clearest way to understand it is by comparison to the most boring object of the twentieth century. Fifteen minutes, no jargon: how a steel box rewired the world, and how the same move works on a business.
Tools make you faster at the job you already have.
Coordination changes what the job is.
Most firms run on a handful of big products, systems or service lines. Each one works, but each is a single fused block, and you can only build crude shapes with blocks that big.
Pull each big block apart into the capabilities inside it. You see the work at full resolution for the first time, and you own far more reusable pieces than you thought.
Small bricks snap together in near-infinite ways. New offerings stop being product-sized bets and become combinations of things you already do well.
Back the specific capabilities that serve the strategy, instead of pouring money into big blocks and hoping the shape sorts itself out later.
Standard parts do something quieter than composability, and more powerful. They give the whole firm one trusted vocabulary. Leadership, engineering, finance and sales stop talking past each other, because they're reading from the same map.
When the language is shared, coordination stops being a meeting. It becomes how the work is shaped.
When we take on a problem, this is the lens we bring: pull it apart, see how the parts connect, and give everyone one map to point at. Some problems take a fortnight. When the problem is the whole business, that's what the enjn is for.