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Lucas Senechal - AI Consulting
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in someone's headon a laptopin inboxes, folders and peopleOwnerSalesOperationsFinanceSupportPeoplethe seams: where work passes between teamsSales interview, recordedDecides: which quotes to chase firstFrom: the inbox and the price listHow often: every dayOperations interview, recordedDecides: what runs on which machineFrom: open orders and stockHow often: every morningFinance interview, recordedDecides: which invoices to chaseFrom: the books and the bank feedHow often: every weekSupport interview, recordedDecides: how to answer a delivery questionFrom: order status and past emailsHow often: all dayPeople interview, recordedDecides: who to hire and trainFrom: the org chart and job descriptionsHow often: each monthSOPsContractsEmailCall transcriptsSlackMeeting recordingsShared libraryeverything written or said, searchableYour systemswhere the numbers liveOrdersInventoryFinancialsCRMHR recordslooked up live, never copied into the libraryPermissionswho may see whatexample rulesPayrollSalesFinanceOwnerMarginsSalesFinanceOwnerCustomer contractsSalesFinanceOwnerSales agent asks: payrollFinance agent asks: payrollSales agentOwner: Head of salesOperations agentOwner: Operations leadFinance agentOwner: Finance leadSupport agentOwner: Support leadSide by side: OperationsPerson's draftAgent's draftAgent's testpass linePassed. The agent takes the routine work.The person now reviews the exceptions.Every fix goes backinto the libraryThe first release is uneven. It gets better.1A sales rep asks the Sales agent for a quote for a customer.2It reads past quotes and the contract in the library.3It looks up today's price and stock in your systems.4Permissions remove anything the rep may not see, such as margins.5It drafts the reply. The Head of sales approves it before it is sent.1234Draft reply5Sent after approval

01Your company today. Knowledge sits in people's heads, inboxes and folders. Work passes from team to team at the seams, so that is where I look first.

Scroll to follow a company rebuild, step by step. Hover or tap any part to see what it is. Illustration. Sample data.

The parts

What goes into a company rebuild.

The scroller above is the whole method. Here it is in writing, so you can read it at your own pace.

Map the company as decisions

I do not start with "what is your quoting process". I map the whole company through who decides what, from what information, and how often.

  1. Request the org chart, job descriptions and a list of every system, who owns it and what data is in it.
  2. Pull the financials: profit and loss by line, headcount cost by department, and where the hours go. This shows where a rebuild pays.
  3. Interview each role for 45 minutes and record it. I ask: What did you actually do last week? What decisions did you make, and from what information? What would you not need to touch if the system handled it?
  4. Collect what each role produces (quotes, reports, schedules, purchase orders, status updates) instead of asking for documentation.
  5. Capture the handoffs between teams. The seams between departments are where I expect the problems, so I map them early.

Five questions I ask the owner

These set the boundaries before anything is built.

  1. If you started this company today with AI available, which roles would you hire for?It shows what you are ready to give up.
  2. Which five people hold knowledge that is not written anywhere?Those are the first things to capture, and they are also a retention risk.
  3. What do you spend the most payroll on that does not need judgment?That is the first wave of work to hand over.
  4. What would you never let an AI decide?It sets the limits.
  5. How will your people hear about this?Settle this before anything is built. It matters as much as the software.

The sequence

Each step finishes before the next one starts.

  1. Map and capture. This first phase is paid discovery.
  2. Build the shared library and the permissions.
  3. Run the agents side by side with your people, one function at a time, starting where the work is most repeatable, usually quoting, scheduling and admin.
  4. Shift roles as each agent passes its test, not on a date.
  5. Keep correcting from your people's fixes, so the library improves as it runs.

Four rules that hold at company scale.

  • One shared library comes first.

    Every agent reads from the same place, so nothing is told two different ways.

  • Numbers stay in your systems.

    Orders, inventory, financials, CRM and HR are looked up live. Copying them into a library gives wrong numbers.

  • Permissions are the hard part.

    The library has to respect who may see payroll, margins and customer contracts. A box you own makes that easier to prove.

  • Every agent has a named owner.

    You are redrawing the org chart, so each function gets an agent and a person who answers for it. A person still approves what reaches a customer.

The honest limit.

This is a much bigger project than building one workflow. The first release will be uneven, because the library only gets good after months of corrections from your people.

Start with the map.

A short call to see whether a rebuild is the right size for your company. If it is, the first step is the mapping.

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