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Humetry's AI workers take ownership of defined business and technology roles in your existing systems, and our consultants take on the work that needs judgement: implementations, integrations and migrations. Our scope spans software delivery, from requirements to tested release; application and infrastructure support; and operations across finance, supply chain, customer service and HR. You define the responsibility. We deliver completed work to agreed service standards.
Completed work lands in your systems. The approvals your policy reserves to your people reach a decisions inbox. A weekly report carries the evidence behind every number.
Most automation does part of a job and hands the rest back. A Humetry worker takes every piece through all four steps below.
The daily volume, every piece of it: invoices captured and matched, cash applied, orders entered, tickets resolved, reconciliations done, forecasts updated, a specification written, a change built and tested.
Investigate the exception, retrieve the records, request what is missing, and where your policy reserves a decision to a person, present the evidence and the recommendation and wait for the answer.
Perform the resolution in your system within delegated authority, with a status check before any retry; follow up with the supplier or customer until closed.
Re-read the result from the system, attach the evidence, close the piece. Nothing is complete until this step.
Never counted complete: a message sent, an issue detected, a ticket opened for your team to finish.
Functional analysis, development and testing, the service desk and application support run today with an IT services firm; accounts payable, order entry and payroll in a shared-service centre or with an outsourcing provider; receivables, collections and the month-end close with your own team, at desks you are not permitted to grow. Humetry takes a defined portion of that work and staffs it the way a services firm would, with AI workers in place of people, doing the whole job.
A pilot is paid, measured and bounded. Nothing touches production until the workers have been right on cases they had never seen.
An agreed sample of past cases, the hard ones included, a share held back unseen. You compare the outcomes against your reviewed results.
Current cases processed in parallel, without writing to production. Performance measured on unfamiliar work at live pace.
Real transactions prepared for your approval through the decisions inbox. A transition to establish competence, not the service.
Responsibility for the agreed workload and service levels, with routine authority delegated in advance. Scope expands tower by tower as results support it.
An automation figure can hide a great deal of manual work. Ours cannot: each minute a person spends on a case is recorded against one of six causes and reported to you every week.
A forty-five minute conversation about the actual work. Then a scope, a pilot proposal and a date, from a named person.
An offshore centre, an outsourcing contract, desks you cannot grow.
Volumes, exceptions, hours on both sides, systems, the authority rules, the budget owner.
A scope, the thresholds we would propose, the four stages with their gates, the fee, a date.