Enterprise
Improvement work your leadership can audit
Projects, tollgates, validated savings, a portfolio view, and a record of who approved what.
From a first cohort to a governed portfolio
The same six stages the platform runs on, and what each one means once more than one team is using it.
01 Learn
Enrol a cohort on the courses they need
/org/courses
02 Practice
Practice exams graded on the server, not self-marked
/certiai
03 Apply
Run the project through five tollgates
/projects
04 Track
Analyse the data and watch the board
/org/board
05 Optimize
Savings validated by someone other than the owner
/org/portfolio
06 Scale
The same templates and gates on every project
/org/training
Every project visible. Every decision recorded.
Improvement work usually lives in one person’s spreadsheet. Here it lives in a workspace with a charter, five tollgates and a record of who approved what.
Project workspace
Charter, phase plan, task board, process steps, shared collection sheet, deliverables, comments and a dossier PDF.
/projects
Improvement board
Every project by phase, the gates waiting on review, and the ones flagged at risk.
/org/board
Idea hopper
Ideas scored on impact and effort, then chartered into a project from a template.
/org/hopper
Nobody signs off their own work
Six rules the system applies rather than asks for. Each one is a refusal in code, not a line in a policy document.
Nobody approves their own gate
The person who submits a tollgate cannot be the person who approves it. The system refuses, rather than trusting the org chart.
Savings in three numbers
Estimated, actual and validated are separate fields. Only an owner or admin can validate, only after the project is complete, and never the person who ran it.
An approved document keeps serving until someone accepts the change
A revision to an approved deliverable waits for an approver instead of quietly replacing what people are working from.
The idea and the project have different owners
Converting an idea into a chartered project is separated from raising it, so the hopper cannot be used to self-authorise work.
Every decision is written down
Gate approvals, benefit validations and accepted revisions land in an audit log the customer can read.
You grant and revoke our access
Support access is a time-boxed grant the customer makes and can withdraw, and it is logged like everything else.
One view for the people funding it
Savings are three separate numbers: estimated, actual, and validated by someone other than the person who ran the project. Only the validated one reaches the board pack.
Executive portfolio
Phase funnel, projected against realized savings, belt coverage, and a branded PDF for the board pack.
/org/portfolio
Weekly digest
A written summary generated every Monday and shown on the portfolio page. It is not emailed.
/org/portfolio
Training view
Cohort progress and who is falling behind, with a written summary for the manager.
/org/training
The same method on every project
Standardising improvement work is mostly a matter of everyone starting from the same documents and passing the same gates.
- 14
document templates
Charter, SIPOC, A3, FMEA, control plan, OCAP and eight more.
- 5
DMAIC tollgates
The same five gates on every project, in every team.
- 4
belts
White to Black, taught with the tools the team will actually use.
- 31
analyses
27 of 30 computed by the engine, not written by a model.
Your data stays yours
Each organisation is isolated at the database, sensitive fields are encrypted at rest, and our access is a time-boxed grant you make and can withdraw. Every grant is logged like every other decision.