ArnaldoDe Lisio

Workplace-safety compliance consultancy, its clients and its own operations

• A regulated compliance package went from 3 hours to about 5 minutes.
• The business is workplace-safety compliance. Its inspectors visit client sites, and what the client pays for is a legal document package that has to stand up to scrutiny. Producing one by hand took at least three hours.
• I moved the work to the moment of seeing. On site the inspector is assisted by an agent rather than a notebook: it takes voice, text and photographs, checks the record for completeness while there is still time to fix a gap, and looks up the hazards associated with the equipment in front of them. What reaches the office is complete and ready to package, with its provenance attached.
• The document is then generated from that record rather than written, so the inspector reviews and confirms instead of typing. Nothing is committed without a person approving it and write access is scoped, so professional review and accountability survive the automation instead of being traded for it.
• The document engine is one part. I built the platform around it: the side clients use for their training and their deadlines, and the side the consultancy runs its own operations on. I worked directly with the CEO and the COO, and handed all of it to partner-led operation, designed for maintainability, safe extension and observability.

My family's construction company, public-works contractor · Delivered and handed off

• Tender participation moved in-house: from fewer than one a month, outsourced, to 10–20 a month.
• The company bids for public works. A tender pack runs to dozens of documents, much of it scanned bills of quantities and drawing sets that are hostile to read, and the award is scored on quality as well as price, so the points are won in the technical offer. Reading a pack took about a week, the company bought that reading from outside consultancies, and on that basis it could not compete at all.
• I built the system that does both halves. It reads the pack and verifies every claim against the page it came from, and it drafts the offer: the improvements to propose, each costed against the margin, and a decisions notebook separating what the evidence settles from what only the company can decide. The winning offer was prepared in-house on it, and bidding went from fewer than one tender a month, outsourced, to 10–20 in-house.
• Tenders were the visible piece. Alongside them I went through the business and automated whatever could be automated: the accounting, the administration, and the running of the tender participation itself. All of it was handed over so it runs without me.

Direct-to-consumer luxury fashion, made-to-order production

• Messages, spreadsheets and people's heads became one system for the whole organization.
• The atelier redesigns a customer's own garment into a one-off piece, so every order is a small project passing through a designer, a tailor and a coordinator. Nobody could see where any of it stood.
• I designed and shipped the order-to-cash and production system it runs on, from scratch. An order moves through thirteen states from intake to delivery and carries a named owner at each one, with pricing, payment, production and shipping inside the same model. Its 8 operators gained a shared view of every order and who answers for it, and manual coordination fell by about half.

20+ projects, including Men in Black: International, Sense8, The Equalizer and My Brilliant Friend

• A production is a company assembled, run at full speed and dismantled inside a few months, and almost none of it is filming. It is suppliers, schedules, logistics, personnel, and the flow of information between departments that do not report to you: direction, locations, costume, makeup. I hired and ran the daily teams, 30+ people, on productions of 300–500 crew. On multiple shooting days I managed 500+ extras, 100+ vehicles, 50+ minors and 20 actors at once, coordinating all of them with the departments involved. Nothing could slip, because the deadline was a shooting day that could not move. It is where the ownership, traceability and contingency habits I apply to AI delivery come from.

B2B marketplace for film and television production resources

• All of that ran on personal contacts and phone calls, and sourcing was the worst of it: a specific piece of equipment, a crew capability, a location or a service, needed inside a window measured in days, found by working through a phone book. I had spent ten years on the demand side of that problem, so I built the marketplace that replaces the phone book. The marketplace was the visible half. The half that made it a business was the back office behind it: generated contracts, scheduling, the daily lists, the communication, relationships tracked in its own CRM rather than in someone's inbox, and a client-support system connected to Gmail that answers directly and escalates to a person only when it has to.