A clear case
for where to invest
Identify the opportunities that matter to your business, whether improving productivity, service quality, decision-making, or developing new services. Set priorities before committing resources.
Business transformation, from strategy to operations
Reimagine your
business for
the AI era.
We connect strategy, technology, and people to change how your organisation works, from the business case through implementation and everyday operations.
Client reference layout (fictional logos for this demo)
AlderFINANCIAL GROUP
VelaCOMMUNICATIONS
NorthlineINDUSTRIES
CedarHEALTH GROUP
ArcwellPUBLIC SERVICES
Business prioritiesMake AI part of
Investment ProcessesProcesses and systems
OperationsChange people
Make AI part of
a better-run organisation.
A clear case
Processes and systems
that work together
Disconnected information, manual handoffs, and existing system constraints shape what AI can deliver. Address the process and its supporting technology together.
Change people
can put into practice
Bring business owners, technical teams, and risk functions into delivery. Prepare people to adopt the changes, with clear responsibility for support and ongoing improvement.
Start with the business outcome.
Plan the change needed to achieve it.
Plan the change needed to achieve it.
A business case should connect the expected benefit to the process, systems, people, and investment required. That gives leadership a practical basis for deciding what to pursue and how to assess progress.
Strategy through
everyday operations.
We combine process and operating-model design, engineering, organisational change, and governance. The scope follows your priorities and the conditions in which the solution must work.
Workflows &
operating models
Redesign workflows around the business outcome. Define priorities, decision rights, and responsibilities so changes can work across functions.
AI systems &
integration
Build and integrate AI with the data and systems your organisation uses. Include evaluation, access controls, monitoring, and support for production use.
Teams &
internal capability
Develop the skills, roles, and leadership needed to adopt and operate the changes. Work with existing staff and recruit where needed, with your team involved in selection.
Governance &
production readiness
Build risk management into design and delivery. Agree human oversight, release criteria, and auditable records with the business and relevant control functions.
Where the work can changeApplications across
Intake Process Decision Review
Applications across
business operations.
Document review connects information gathering, comparison, approval, and record keeping. AI can support the routine work while people remain accountable for decisions.
Structured input
Documents enter one route with context, permissions, and a named owner.
Assisted review
Extract, compare, and flag exceptions against defined review criteria.
Human judgement
People review exceptions and approve consequential decisions.
Traceable outcomes
Record decisions, monitor quality, and feed improvements into the workflow.
A single review process with clear responsibilities and recorded decisions.
- Where time goes today
- Gathering context, comparing documents, and repeated handoffs.
- What AI can take on
- Extract information, compare against criteria, and flag exceptions for review.
- What stays with people
- Interpret ambiguous cases and approve consequential decisions.
- What we need to start
- Accessible documents, review criteria, permissions, and an accountable owner.
- How we assess value
- Compare cycle time, reviewer effort, error rates, and adoption against an agreed baseline.
Example applications, not client case studies. Measures are agreed for the actual process.
Selected project references
This is where approved project references will sit. The organisations below are fictional; no engagement, endorsement, or result is claimed.
Alder
A financial-services reference
Space for the business problem, the work delivered, and the operating controls. Name the delivery organisation and publish outcomes only when verified.
Reference placeholderNorthline
An industrial reference
Space for the process or system changed, the people involved, and what moved into daily use. Distinguish work delivered through previous organisations from Leapward engagements.
Reference placeholderCedar
A healthcare reference
Space for the delivery scope, data and review requirements, and approved client feedback. Include a named reference only with permission.
Reference placeholderChoose the support
your organisation needs.
Choose the support your organisation needs, from assessment and implementation to shared operations or Build, Operate, Transfer. Responsibilities and deliverables are agreed for each engagement.
Implementation
Implement the systems and process changes.
We design and implement the systems with your team. You own the work created for you and lead ongoing operations.
- Process design, architecture, and implementation plan
- Data and model integration, evaluation, and release
- Documentation, team training, and operating handover
What you keep: The agreed systems, work product, documentation, and training. Contributed methods and third-party tools have clearly defined usage rights.
Responsibilities
Leapward You
Process designLeapward leads
Technical implementationLeapward leads
Daily operationsYou lead
Team developmentTogether
Steps in this engagement
01 Discover02 Design03 Implement04 Enable
We agree the scope, team, responsibilities, and commercial terms before work begins.
How delivery is managedDelivery built around
Delivery built around
business accountability.
Connect the business case to a costed delivery plan. Agree scope, responsibilities, and measures with your sponsor and business owners before implementation.
Define what completes each stage and how progress will be reviewed. Where we run the operation, responsibility moves to your leaders through a planned handover.
Our approach draws on HELM, an operating-model framework.
Prioritise the work.
Balance early results, higher-value use cases, and shared foundations. Rank work by business value, feasibility, and risk, with a baseline for measuring results.
Keep design connected to delivery.
Keep process design and technical delivery in one team. Build in manageable releases and reuse components where they help the next use case.
Review before release.
Test quality, security, and failure cases before release. Agree who approves production use and how issues reach the right person.
Measure adoption and results.
Review business value, adoption, delivery quality, and operating cost. Track team readiness too, so progress means work people can use and leaders can run.
Retain control.
Build internal capability.
Define ownership, operating costs, and future responsibility at the outset. Documentation, access, and team preparation support a clear route to ongoing operation or handover.
Work created for you
The work created for you is assigned under the contract. Contributed methods carry agreed permanent internal-use rights while remaining with their original owners. Third-party tools retain their own licence terms.
Your systems and policies
Design around your environments, access controls, and regulatory needs. Choose technology for the work, with hosting and administrative control agreed before implementation.
People prepared to operate
Hand over the documentation, access, skills, and responsibilities needed to operate. For BOT, team and system transfer follows agreed readiness criteria, with any ongoing support optional and separately defined.
Business and technical leadership.
Leadership brings together business strategy, financial assessment, product engineering, and operating-model design. Delivery responsibilities and the specialist team are defined for each engagement.
Firas Kafri
Product, engineering, and operating modelsCo-founder of Salalem, creator of Progressive Clarity and HELM.
Zaid Masri, CFA
Strategy, finance, and business developmentCo-founder of Salalem. MBA, University of Oxford.
Domain specialists, delivery leaders, and technical experts join according to the engagement. Expertise and capacity are confirmed before work is accepted.
Work across sectorsFinancial servicesHealthcareIndustryRetailPublic sectorOther sectors
Engagement questions
The right engagement depends on the work, the people who will own it, and your starting point. These are the issues we clarify before a proposal becomes a commitment.
Can we start with an existing team?
Yes. We can work with existing business, technology, and data teams. The assessment identifies which skills, responsibilities, or systems need to change and whether recruitment is necessary.
Do we need a new AI centre?
No. Advice, a focused implementation, or shared operations may fit better. A dedicated centre and BOT model are options when the scope and long-term ownership justify them.
Can we begin with one process?
Yes. A bounded process can provide a practical starting point. We still need access to the relevant data and systems, an accountable owner, and agreed measures of success.
Which AI technologies do you use?
The choice follows the problem and your technical requirements. Generative AI, AI agents, forecasting, and conventional machine learning may be appropriate in different parts of the work. Model and vendor choices are agreed rather than assumed.
How do you approach regulated work?
We identify data, security, outsourcing, and AI-related obligations during scoping, involving your legal and risk functions and relevant specialists. Regulatory acceptance, certifications, and country coverage are not implied by this page.
What happens after implementation?
Your team may operate the systems, we may co-run them for an agreed period, or a separately priced support arrangement may apply. Responsibilities, service expectations, and any handover criteria are agreed in advance.
Get in touchDiscuss your
Discuss your
business priorities.
Discuss a business priority, an existing initiative, or a capability you want to develop. We review the intended outcome, operating context, and requirements to establish where we can help.
We then identify a suitable next step, which may be an assessment, a scoped build, or an operating engagement. Scope and fees are agreed before work begins.
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