VANDAMCompany Redesign
Redraw how the company worksand build the systems for it.
Around ten weeks for a mid-sized company, longer for a larger one, with people who have run finance, operations, marketing and leadership, and young AI builders. We read how your company really works, redraw the map around agents, build the systems on it and hand them to your people. You end with fewer steps, the hours back in the work and a team that owns what was built.
From $64,000 ten weeks or more, scoped to the size of the company
Four rooms, two handoffs, 200 hours a week back.
- Steps
- 17
30 - Handoffs per order
- 2
11 - Hours a week back
- 200
Customers
Sales and Customer service
64 hours a week back
Order clerks become account managers.
Today
- Take orders by email agent
- Check prices on the list merges
- Ask Finance on discounts goes
- Re-key orders into the ERP goes
- Confirm the order agent
- Answer where an order is agent
- Chase the warehouse goes
- Log complaints in a sheet merges
- Decide on credit notes
- Update the CRM by hand goes
Redesigned
- Orders read from email, priced and entered agent
- Order status answered from carrier data agent
- Discounts outside the terms decided person
- Claims and credit notes kept in one record person
Most of the value comes from redrawing the work.
Few companies have done it yet.
- 70%
- of the value of an AI transformation comes from redesigning workflows, culture, governance and how people and AI work together. The AI application itself accounts for 10%, according to
BCG. - 6%
- of companies attribute at least 5% of their EBIT to AI, about the same share as a year earlier.
McKinsey, State of AI 2026, 1,719 respondents. - 63%
- of finance organizations said AI implementation was slower than expected in 2025.
Gartner survey of 204 finance leaders, March 2026.
The best way to get real efficiency gains is you have to actually reengineer the process to take advantage of what agents are actually good at and can do differently and faster than people.
BoxSeptember 2026Source We start with the process everyone complains about.
Most companies add AI to the steps they already have.
The hours come back when the steps change.
Most companies we meet have bought AI licenses, run a few pilots and kept the process as it was. Each step gets a little faster, and the work still passes through the same hands, the same approvals and the spreadsheets someone built years ago to bridge two systems. An order still crosses the building as many times as before.
Redrawing that takes people who know the business from the inside. We have spent years in finance, operations, marketing and leadership, so we can read the business, people and finance logic out of your operations, logistics and back office, and tell a control the auditors will ask about from a workaround nobody needs anymore. With that logic on paper we decide which steps go, which merge, where an agent takes over and which roles change.
Then young AI builders make the agents and systems on the new map, on the stack you already run, and hand them over with the code, the tests and the training. It combines the services on this site that fit your company, and covers what our approach splits into strategy, implementation, engineering and education.
Human touch and judgement gets reserved for the first and final mile of most processes.
TenexAugust 2026Source What leadership and the teams work from.
Everything lives in one map of the company. Each department shows its steps today and after the redesign, the verdict on every step, the hours that come back and the roles that change, with the records and interviews behind each choice.
Once the build starts, the same map tracks it. Each agent has an owner, a list of what it may do and the cases it was tested on. Decisions about roles are written next to the steps they change, and anyone can ask where the hours came back and get an answer that points to the evidence.
What the redesign leaves behind.
Every company is different. The engagement delivers the same eight things.
Process map
Every recurring process, step by step, as it runs today.
Hours baseline
The hours each step takes now, so the gains can be measured.
Step verdicts
Each step marked to go, merge, move to an agent or stay with a person.
The new map
Fewer rooms and handoffs, signed off by leadership.
Role changes
New role descriptions for the people whose work changes.
Working agents
Built on your systems, in order of hours returned.
Tests on your records
Past cases that every agent has to pass before and after changes.
Owners and training
A named owner for every agent, and the teams trained to run them.
How the ten weeks run.
Read the company
In weeks one to three we sit with the teams in operations, logistics, finance, sales and HR, read the records and the systems, and map every recurring process step by step with the hours it takes. The map shows how the work actually runs, workarounds included.
Redraw the map
In weeks three to five every step gets a verdict: it goes, it merges with another, an agent takes it, or a person keeps it because it needs judgment. Leadership signs off on the new map, the hours it returns and the roles that change before anything is built.
Build and hand over
In weeks five to ten our builders make the agents and systems in order of hours returned, test them on your own records and put them into the work one team at a time. Every agent gets an owner, people are trained in their new roles, and you receive the code and the documentation.
Redrawn once.
Kept current every month.
Models get better, the business changes and new work turns up. After the ten weeks we can stay on monthly: we keep the agents tested and running, redraw the next part of the company and train people in roles that did not exist a year ago.
Next redesign
One more process or department redrawn and built each quarter.
Model updates
Agents retested and moved to a newer model when the tests show it does better.
Hours report
The hours that came back per department, measured against the baseline.
Role support
New people trained, and owners coached as their agents take on more.
What you
receive.
The redrawn map
Every department’s steps before and after, with the hours that come back.
Working agents
Built on your stack, tested on your own records, handed over with the code.
A team that owns it
New roles written, people trained, an owner named for every agent.
Where the redesign leads.
It starts with a plan and builds from there.
Floor Plan
The first step: how the company works today, before anything is redrawn.
$6,400
Company Brain
Usually the first build: the knowledge every later system reads.
$19,200
100×worker Program
Trains your people on the new way of working.
$8,000
Agent Ops
We run the agents after handover, for as long as you want us to.
$3,200/mo
Before you ask.
Do we need to have started with AI already?
No. The redesign starts from how the work runs today, whatever tools are in it. Licenses and earlier pilots are useful input, and none are required.
What happens to the people whose work changes?
The map shows which roles change and how many hours come back before anything is built, so leadership decides with the numbers in front of it. We write the new roles and train people for them. Where employee representatives have to be consulted, we help prepare it early and in writing.
Which models and tools do you build with?
We are model-agnostic and usually start with 
Claude, built on the systems you already run. You own the context, the tests, the rules and the connections, so you can change models later.
How is the price set?
The price on this page is an indication from past projects. The number of departments and systems moves it, so we scope it on the map and agree it in writing before the build starts. A larger company can also split the work into phases.
Can we start smaller?
Yes. A Pilot Workshop designs one pilot in a day, and an AI Opportunity Map ranks where to start across the company. Both carry into a redesign later.