A plan for Hills Health, built from our conversation on 21 September.
82 people across five offices. Copilot in some hands, Claude with the developers, HubSpot and Jira Service Management shipping agents into the stack whether you asked for them or not. Real experiments, no plan underneath them.
You said you are not looking to shed headcount, you want to redeploy it and grow. That changes what we build, and the order we build it in.
Our read from the conversation. The Audit tests it against real work and finds where the hours actually sit.
Ten people in finance. Your read, not ours: the work no longer needs ten.
BrendanAlready delivering real value, one chat at a time. No agent chain, no reuse, no record.
DonLevel one tickets, triage and resolution. Being automated already, off the books.
ServiceClients asking what is AI native in your product. The answer gets assembled by hand each time.
SalesNo agreed tool set, nothing behind single sign-on. People are choosing for themselves.
IT · R&DRepositories in every direction. Transactional SQL underneath, nothing over the top to query.
GroupA level three engineer built something that takes level one tickets, enters the client network and resolves them. It works. Nobody can tell you what it runs on, what it can reach, or where it is written down.
Your people are ahead of your governance. That is a good problem and worth keeping. It just needs a sanctioned path to run on.
One approved stack, behind single sign-on, logged and documented. Rebuilt where you can see it, review it and hand it to the next engineer.
Access to a client network stays gated. The agent prepares and proposes. Nothing touches a customer environment without sign-off.
Scoped in the Audit against your actual service desk. The same pattern covers contract review, where two models review independently and a third resolves the disagreement, so you get the full picture rather than one chat's opinion.
Hills sells into hospitals and aged care. Your clients audit you. Everything we install is built to survive that.
Each role sees exactly what you decide it sees. The system enforces the boundary, not a policy document nobody reads.
Microsoft, HubSpot, Jira Service Management, your ERP. On logins you grant. We do not copy Hills data into systems of our own.
Every workflow ships with documentation and a named owner. Claude, Copilot or both. You are never locked to one vendor.
The only reliable way to stop unsanctioned tools is to make the sanctioned ones better. That is a design goal here, not a memo.
Four connected layers turn scattered AI use into infrastructure your team owns.
Where AI sits, what it can access, and how it connects to the business.
The foundationThe knowledge AI needs before anyone asks it to do the work.
Source of truthLiving company knowledge that stays current as the team works.
Stays aliveThe repeatable workflows that return time to the team.
Runs on topChosen last. The value sits in the system, not the software logo.
DownstreamMap the work, rank the opportunities and build the 90-day plan.
Set up the system, deliver the workflows and train an internal owner.
Build a custom solution only when a workflow genuinely needs one.
Keep the workflows and company knowledge current after handover.
One sequence. One install. Your team owns it.
The Audit is a standalone document. Hills keeps the maps and the plan whether or not Works delivers the next phase.
This is the fractional model you asked about. One Works operator embeds with Hills, inside the systems you already run.
Async support throughout. The test is not the demo. It is what still runs when we are not in the room.
A boutique homebuilder wanted to grow without adding headcount. The Audit unlocked the capacity already sitting inside the business.
A growing, design-led business with strong demand and a lean team.
Repeatable work across proposals, design administration and quality assurance was constraining capacity.
Nine workflows mapped. The client approved the 90-day sprint and moved into implementation.
Both produce the same artefacts. The difference is how much of Hills is in the room.
The Audit sets the Embed scope and price before you commit. Option B is a real starting point, not a trial: the architecture carries over when you add teams. All figures exclude GST.
Pick a scope, Option A or Option B. The agreement follows this deck today.
Send through the org chart with team numbers and we will confirm exactly who we need to sit with.
Hills keeps the diagnostic, the workflow maps and the roadmap whether or not Works delivers the next phase.
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