We are a Swiss operational intelligence firm for manufacturing SMEs. We cover the entire chain — physical infrastructure, data integration, applied artificial intelligence, custom software. One contract, one person responsible. On hardware we own in Switzerland, without reselling anything for margin, without delegating anything to anyone. The capability that normally only reaches large companies.
Five levels of responsibility, from hardware to decision. One contract, one person responsible, no reseller in between.
Servers, storage, disaster recovery, private cloud. Hardware we own, water-cooled using lake water and powered by renewable sources.
Making machines of any age and protocol communicate with management systems, without modifying anything already in place.
Normalising and correlating information that today lives in separate systems, to answer questions that none of them can address.
Anomalies recognised before they become stoppages, documents that become data, questions in natural language.
Customising what already exists to the real process. And building from scratch only what truly does not exist.
Building from scratch what already exists is the most expensive way to arrive late. When there is a product on the market that solves the problem, we install it and bend it to your process — instead of bending the process to the product.
Since we are not resellers, we earn nothing from either choice. We earn from the fact that the system works.
None of these? Tell us yours — the first conversation is exactly what it is for.
We are a Swiss IT and organisational consulting firm. We work with manufacturing companies in Switzerland and Europe: businesses with a real flow of goods and decisions to manage, but rarely an internal structure dedicated to reading it. We do not sell complexity: we take it on.
Most industrial projects do not fail on technology. They fail at the handover points: between those who analyse and those who deliver, between one supplier and another, between the system that collects the data and the one that should use it. When the entire chain is in the same hands, those handover points do not exist.
That is why we cover the entire journey. Not because it is convenient for us, but because it is the only way to be accountable for a result rather than a delivery.
Method, competence and technology should not depend on the size of the company. The goal is to bring enterprise-level capability where it would not normally reach.
Ask the production manager today what the real cost of the last job was. They will give you an estimate. Ask the same thing of finance. A different number. Ask purchasing. A third number still. Everyone is right. Nobody has the answer.
It is not a people problem or a commitment problem. It is structural: every function sees a part of reality, and that part is real, up to date and defensible. But it is always partial. The data is not missing — what is missing is the context that connects it. And decisions made on partial data cost something every day, silently.
You do not enter a plant to sell. You enter to understand where value is being lost. Every engagement goes through the same journey, regardless of the size of the project.
Listen, observe, interpret: from the entrepreneur's perception to a shared diagnosis. The time spent here is the best-invested of the entire project.
Define a perimeter and prove it is worth it. This is also where we assess how to finance the project and with what instruments.
From the commitment made to a system in production, verified in the field. Delivered when the client knows how to use it and their team knows how to maintain it.
After the assessment, alongside the operational diagnosis, we assess whether and how the project can be funded. We do not provide financial advice: we compare the actual structure of the project with the requirements of available instruments, and the result is evaluated with your accountant.
It is the opposite of what usually happens: first you buy, then you look for a grant and discover that that line of expenditure does not qualify, or that an appraisal was required before the order.
Every cost item in a project has a nature — tangible asset, intangible licence, digitalisation, consulting, training, recurring cost. It is that classification, not the amount, that determines what can be recovered and with which instrument. Getting the classification right from the quote onwards is a structural exercise, not a grant-hunting exercise.
We maintain an up-to-date database of grants and incentives — European, national, regional and sector-specific — and compare the company's profile with the real requirements of each instrument. Requirement analysis is handled by AI; amounts are calculated by deterministic code.
The fiscal contact remains the company's accountant, who knows the position and takes responsibility for it. We bring experience in how to structure an industrial project to keep it eligible — and we provide the technical elements needed to assess it. We do not substitute for them and do not submit applications on their behalf.
When two instruments are alternative regimes on the same investment, only one can be used. Presenting the sum of everything as «recoverable» is the most common shortcut and the least honest.
AI is not a module added at the end of the project: it is what becomes possible when the data model exists. The question we ask before any conversation about artificial intelligence is always the same: on which data?
The numbers are not invented by the model: they are calculated by the code. The model reasons, interprets and connects; amounts, thresholds and calculations remain in deterministic, verifiable code. That is the difference between a tool on which decisions can be made and a demo that impresses in a meeting.
This is the section you usually do not find on company websites. It is here on purpose: being honest about when you are not needed builds the trust required where you truly are.
If the company does not yet have any digital system, the first step is to build that foundation — not correlate data that does not exist.
If regulated traceability or specific regulatory compliance is required, a dedicated vertical tool is more appropriate. We can help you evaluate it.
In roughly one project in five, the issue is not the data but the decision-making processes. In those cases the first useful step is a mapping exercise, not an implementation.
If after two weeks the value is not evident, the conversation stops. No pressure.
No product presentation. An hour to understand which decisions you make every week without the right data to make them well — and whether we have something useful to offer you.