Swiss IT and organisational consulting firm. We work with manufacturing companies in Switzerland and Europe, on infrastructure we own. Method, expertise and technology should not depend on the size of the company.
Large industrial organisations have dedicated internal structures to read their own operations: management controls, data offices, IT teams. Medium and small companies have the same problems, often more acute, almost never the same resources to address them.
It is not a matter of awareness: the entrepreneurs we work with know perfectly well where their process creaks. What is missing is time, and a structure that transforms that perception into something measurable and governable.
Our work is to bridge that gap — with the same methodological rigour that would be applied to an organisation ten times larger, at the scale and cost of one that is not large.
Making the operations of manufacturing companies readable and governable, without asking them to replace what they have already built.
The platforms a company uses today will not be the ones it uses in ten years. The way that company makes decisions, however, tends to survive any technological migration. That is where value accumulates — or disperses.
This is why we do not measure a project by the number of systems installed, but by how much the company has become capable of reading itself. A client who at the end of a journey depends less on us than they did at the start is the correct outcome, even when it is the least convenient in the short term.
These are not aspirations: they are behaviours the client can check during the work. If we do not honour them, it is visible.
We do not resell third-party licences for margin and we have no agreements that steer our advice. When we recommend a product — even when it is not ours, even when the right answer is "keep what you have" — we earn nothing from it.
How to verify: ask us what we gain from the solution we propose. The answer must always be the same, whatever the product.
We do not build what is not needed, even when it is requested and would be paid for. When a request does not hold up technically, we say so and propose the alternative — even if it means less work for us.
How to verify: sooner or later we will say no to something you would have paid for. If it never happens, that is a bad sign.
We do not explain to the entrepreneur how their factory works: they know it better than we do. We offer a point of view they had not considered, after understanding the context. Never from above, never with a product presentation as an opening.
How to verify: at the first meeting we bring questions, not slides.
The data entrusted to us remains the client's: it is not monetised, not resold, not delegated to third parties. It lives on infrastructure we own in Switzerland, and this responsibility is not transferred to anyone.
How to verify: ask us where your data is physically located and who else can access it. There must be a precise answer.
Complexity belongs to us. Every function we add must reduce complexity for the client, not increase it: the effort of managing what is complicated stays on our side, the client only receives what makes decisions simpler.
How to verify: if using what we have built requires a manual, we got it wrong.
Every decision, every project, every document and down to the single line of code must be traceable back to these principles. When it does not happen, we are not honouring them — and the responsibility is ours, not the context's.
These five commitments are the public summary of a more extensive internal document that guides the daily work of our consultants.
We are a Swiss company with proprietary infrastructure on Swiss territory, and we work with clients across Europe. For many of them this is precisely the reason for their choice.
Production data reveals how much is produced, at what margins and for which clients. This is among the most sensitive information a manufacturing company holds, and the question of where it resides — and under which jurisdiction it falls — is not a formality.
The datacentre is ours — the building and the hardware, not just servers hosted by someone else. This means there are no third parties in the chain of custody: no hyperscaler, no subcontracting of storage, no provider subject to other countries' regulations. Owning and directly managing the infrastructure allows us to answer precisely where the data is and who can access it.
The useful conversation changes depending on who we are talking to — but the underlying problem is always the same.
We don't explain to the entrepreneur how their factory works. We bring questions — and, if needed, the tools to answer them.