Most AI strategy stalls between the pilot and production. Innovy is built by operators who’ve closed that gap inside enterprises — we help small and medium businesses turn pilots into shipped use cases, real adoption, and outcomes the business can measure.
The problem we solve
Most mid-sized companies have already bought into AI. Copilot seats. A Claude or ChatGPT enterprise contract. Pilots in IT, finance, customer support, and operations. A slide on AI in every board pack. What they haven’t built is the path from there to AI in production.
Pilots that worked in a sandbox have not become agents that run every day. There is no working number leadership can defend, no operating cadence that decides which bets to back, no clear answer to the question the team keeps asking: what should we actually be building?
The AI that does ship gets quietly ignored — or actively resisted — because the people who were supposed to use it fear it, distrust it, or were never asked. Pilots fail not because the model was wrong but because the room was wrong.
The first gap is technical. The second is human. Most firms in this market can address one. Innovy is built to close both.
What we keep hearing in the room: “we don’t need another deck on what AI could do — we need someone to tell us what to ship in the next ninety days, and then help us ship it.” That sentence, in some form, has been said to us by every operator we have talked to in the last six months.
What we deliver
Four productized engagements, designed to sequence. A client can enter at any of them; most move through the full arc — from a one-page brief to a working AI factory the organisation runs without us in the room.
(They are sequenced because, in practice, that is the order they get done in. We have tried it out of order. It does not work.)
A couple of structured sessions with the CEO, CFO, COO, or CIO and their direct team. We share what we’ve seen in mid-market AI adoption, where the common failure modes are, and what an honest first move looks like for an organisation at their stage. We close with a written brief — a one-page read on where your organisation sits, and where the first investment should land.
The operating chassis the organisation runs AI on from here forward. A governance model. An AI policy. A steering committee with named members. A budget posture — capex vs opex, project vs portfolio. An honest assessment of what has already been tried and what worked. A strategy sized for your company. A rollout plan with phasing. A tech-stack call — Microsoft, Anthropic, or both, and what to keep vs change.
The use-case generation engine. Before we put a workshop on a calendar, we identify champions inside each department — the people whose colleagues already ask them how to use Copilot or Claude. We equip them with a curated training pathway, sequenced for their role, so they walk into the workshop ready to contribute. Then we run workshops alongside them, department by department, surfacing the work that AI could actually help with. The outcome is a qualified list of use cases, ranked by ROI and feasibility, with named owners.
A retainer that helps the organisation actually ship the use cases — the productive phase of the engagement. Champions execute the simpler use cases with Innovy coaching and tooling support. Innovy delivers the complex ones — agents, integrations, governance scaffolding, vendor decisions — and runs the cadence that keeps the portfolio moving. Most consulting engagements end where the work begins. This one starts there.
What you walk away with
Most consulting engagements end with sixty slides. Ours starts with one page — a written brief, in operator’s prose, sized for the room and short enough to re-read on a Sunday. Every engagement is different. Every brief answers the same four questions.
Where are you actually?
A clean read on what’s deployed, what’s adopted, what’s drifting, and what no one has measured yet.
What is the first move worth making?
The single highest-leverage bet — scoped to a function, a window, and a cost.
How will you know it worked?
A measurement scaffolding finance can read inside a quarter, not a year.
What should you stop doing?
The pilots, vendors, and meetings worth retiring. Saying no on purpose.
No frameworks. No abstractions. A working answer you can act on Monday.
How we’re different
Most firms in this market lead with a tool and try to fit your organisation around it. We lead with the people who will use what we ship — and the platform decisions flow from that.
Most firms in this market lead with a tool — Copilot, Claude, an agent platform — and try to fit the organisation around it. We start with the question of who will use what we ship, and whether they will trust it. The platform decisions flow from that.
The AI Champions methodology is the operating expression of that belief. By the end of Discovery, you have people inside your organisation who can carry the work forward. By the end of the Execution Partnership, the factory runs without us in the room. Dependency on us is not our business model.
We work across Copilot, Claude, and the agent platforms behind them. Sometimes the right answer is Microsoft. Sometimes Anthropic. Often both, in different parts of the same factory. We do not resell licences and we will recommend against a tool when the work calls for it.
We bring an enterprise AI-factory playbook — the small group that decides what to ship, the engineer who ships it, the finance partner who measures what it returned — and size it for an organisation that does not need a fifty-person Center of Excellence.
A note on what we are not. We do not resell software. We do not staff bodies. We do not produce 60-slide strategies that nobody reads. If those are the things you need, there are firms who do them well — we are happy to point you to a few.
What we believe
AI succeeds or fails on adoption, not on technology. The hard part of this decade will not be the models — it will be the change management around them.
The companies that win will be the ones whose employees can use AI, want to use AI, and trust the way it was deployed. The technology layer is solvable. The human layer is harder, and most of the market under-invests in it.
Productivity comes first. We help the people already doing the work do more of it, better, faster — with AI in their hands. If reorganisation follows later, we will help with that too. But reorganisation is never the objective. The people who run your business are also the people who know how to pivot it, and that is not something to play with lightly.
AI is closer to manufacturing than to research. The companies that win will run it that way — a small group that decides what to ship, an engineer who can ship it, a finance partner who measures what it returned, and the people doing the work helping decide what to build next.
Mid-market companies, not the Fortune 500, will produce the cleanest case studies of this decade — because they are small enough to move and big enough to measure.
Founders
Innovy is run by two operators who have built and shipped AI inside the organisations we now serve. Material decisions — pricing, hires, product additions, market expansion — are made together.
Chief Executive · Program & Delivery
I have shipped AI inside an enterprise. Most of what gets sold as AI strategy would not survive contact with the room I have been sitting in.
Background: AI program leadership inside an enterprise environment, building an AI factory on the Microsoft and Anthropic stacks and facilitating cross-departmental workshops to identify and ship Copilot and Claude agents.
OwnsOperating model, product architecture, delivery, and US commercial expansion.
Chief Technology Officer · Canada GTM
Strategy is the easy part. The hard part is shipping it — and making it run after we leave the room.
Background: twenty-five years inside high-reliability defence and government engineering, now focused on turning AI strategy into operational results. Professional Licensed Engineer (Engineers and Geoscientists BC).
OwnsEngineering, platform decisions, technical hiring, and Canadian BD.
An invitation
Two sessions with you and your team. We come in, ask the questions we already know are the right ones, and listen for the ones we don’t. A week later, you have a one-page written brief on where your organisation actually is with AI, and where the first move should land.
No deck. No fee. No follow-up sequence. We do it free because, in our experience, the brief is how we earn the right to the rest of the work — and if it is not for you, you keep the brief and we part ways well.