A closer look at useful AI.
Good systems make the work, the assumptions, and the decisions visible. Explore two interactive simulations of the operating questions we design around.
A better brief for the next shift.
Scattered notes become priorities, owners, and open decisions. Change the scenario to see how missing and conflicting facts should stay visible.
A busy evening
An event, a guest request, and one piece of equipment.
- N1 · 15:40Events
Reception at 18:00, 120 guests. Banquet lead owns final room setup sign-off, due by 17:15. Sign-off is still open.
- N2 · 16:05Guest services
Group host requested two vegan meals. Request is logged, but kitchen confirmation and an owner for the reply are missing.
- N3 · 16:20Front desk
One registration tablet will not charge. Spare unit is tested and at the desk. Front desk lead to swap it before registration at 17:30.
- N4 · 16:35Housekeeping
Lobby reset complete. Housekeeping lead to pass the completion note to the incoming shift.
What the next shift needs to know.
A busy evening: brief ready with 4 items and 1 unresolved items.
- Before the event
Close the room setup sign-off
Get the banquet lead’s confirmation before the stated deadline. Keep the item open until sign-off is recorded.
- Owner in the notes
- Banquet lead
- When
- By 17:15
SourceN1 - Confirm first
Confirm the meal request and assign the reply
Check with the kitchen and assign someone to respond to the group host. A logged request is not a confirmed commitment.
- Owner in the notes
- Unassigned. A person must assign an owner.
- When
- Before a promise to the host
SourceN2 - Before the event
Replace the registration tablet
Use the tested spare and check the registration setup before guests arrive.
- Owner in the notes
- Front desk lead
- When
- Before 17:30 registration
SourceN3 - Follow-up
Pass on the completed lobby reset
Include the completion note in the incoming shift handoff.
- Owner in the notes
- Housekeeping lead
- When
- At handoff
SourceN4
Keep these questions open.
- Kitchen confirmation and reply owner are missing.
Connections to approved source systems, agreed operating rules, permissions, and a review process. This example does not send messages or assign work. An operating lead remains responsible for the decisions.
Does the investment hold up?
Change the assumptions. See how much time comes back, what becomes cash, and what it costs to put a system into use.
168 task hours released, less 10 hours of internal oversight.
A planning value for time retained in the business. It is not included in the cash return below.
The monthly cash effect
- Labor cash effect 0% of net capacity
- $0
- Other cash benefit assumed
- $0
- Software + support
- -$1,100
- Net monthly cash
- -$1,100
At 0% cash conversion, released time creates capacity. The model records no labor cash savings.
Includes $24,000 upfront and $1,100 in monthly cash costs. Internal oversight is valued at $350 per month and already deducted from capacity; it is not counted again as a cash expense.
How the model works
Capacity: monthly volume × the change in minutes per task ÷ 60 × the share of work using the system. We subtract ongoing internal oversight. Include per-task review and exceptions in “minutes per task after” to avoid overstating the benefit.
Cash: net capacity × loaded hourly cost × the cash-conversion share, plus other assumed cash benefits, less software and support. Use a nonzero cash share only where the change actually affects a cash outlay. Negative capacity stays negative.
Timing: implementation and rollout are paid in month 0. Benefits ramp linearly over the selected period; recurring cash costs and oversight start in full in month 1. Payback requires cumulative cash to recover the upfront outlay and remain recovered through the modeled period.
Scope: the calculation uses your inputs. It does not estimate demand, price a Lasso engagement, or validate a saving. It excludes taxes, financing, discounting, and terminal value. Put other real cash benefits and costs in the appropriate inputs before using it to inform a decision.
Bring the priority. We’ll work through the system.
We combine operating experience with solution design, implementation, and adoption. A real engagement starts with your requirements, source systems, responsibilities, and measures of success.