Nobody hires us for AI. They hire us because something takes eleven days that should take two, and no one can say which of those days is judgment. We find out, then build only what the finding supports.
You bring the process that hurts. We draw it step by step and tag each step honestly: what a machine can carry, what needs a person, and what nobody should have been doing at all. The step people blame is rarely the step that costs them.
Agents read from and write to the systems your team already lives in: ledgers, portals, practice management, the drive, the inbox. No migration required.
All logos, product names and company names are trademarks of their respective owners, shown solely to identify systems we integrate with. No affiliation, partnership, sponsorship, or endorsement is implied.
Every engagement runs the same playbook, in the same order, with an artifact at the end of each stage. The playbook isn't ours. It comes from The agent-centric enterprise in the Harvard Data Science Review, and we hold ourselves to it.
Priced to the work we scope together. A national rollout and a six-person practice are never the same quote.
Of listed businesses never sell, and messy financials are a leading killer. We fix that before it costs you.
Source: business-brokerage industry estimates
Actively licensed US CPAs — a bench that hasn't grown in two decades, while the broader accounting workforce shed roughly one in six people between 2019 and 2022. Agents do volume; CPAs review and approve.
Source: NASBA Accountancy Licensee Database · BLS
The leverage that used to take an enterprise budget now fits a bakery, a welding shop, a café — and the professional firms that serve them. That shift is generational, and it is the reason this firm exists.
Watch the sources that matter: dockets, deadlines, ledgers, portals. The signal layer is the moat.
Pull the context that turns a raw event into a fact about your business.
Decide if it matters, how much, and how confident we are. In numbers, not vibes.
Draft the artifact: the reconciliation, the filing, the follow-up, the report.
File it, chase it, escalate it, or hand it to a human. The tier decides.
Solutions compound when each agent holds a narrow scope and works inside a system. One well-bounded step earns the next.
Only two things change between a legal docket watcher and a bookkeeping close agent: what stage one watches and what stage five may do. Every engagement hardens the same spine.
Your people stop retyping and start ideating, because the machine carries the volume and hands them the exceptions worth thinking about.
Each label is a front door, not a fence. When the diagnosis calls for something beyond the named services — an AI receptionist on the phones, a vision model reading documents, software built to fit — the same firm delivers it, with the tools we run in-house and the specialists we bring in for the rest.
Bespoke · by engagementDiagnose how the firm runs and fix what the findings support.
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Productized · monthlyRun one repeatable task end to end, measured against day one.
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Recurring · your internal intelligenceAsk your own data anything and get a sourced answer.
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Enablement · the other half of elevenTrain your team against the workflows you actually run.
Learn more →If AI is already in the building and nothing has moved on the P&L, start by measuring it. Every tool against the workflow it was bought for, an honest verdict on each one, and a ranked list of what to fix first with what each fix is worth. You keep the findings, and what you pay is credited toward whatever engagement follows.
The playing field has shifted in a generation: firms that move now can compete for ground that used to belong to the biggest players. Pick your world, or the function that hurts. Each tab shows what we take off a team's plate first, and the playbook behind it.
It runs on your subscription and your storage — fire us and keep everything. Nothing trains on your data. Licensed sign-off on everything regulated. Sourced answers or a refusal.
Government work is where careful AI matters most, and where it is already working: permitting prescreens that cut months to days, constituent services in dozens of languages, records processing that keeps pace with the law. We bring that discipline to agencies nationwide.
Diagnostics and pilots scoped to government small-purchase processes. Proof before procurement; no seven-figure platform bets.
Deployments follow the NIST AI Risk Management Framework and state guidance, with human approval, audit trails, and records-retention awareness built in from day one.
Public systems must serve everyone. Bias and disparate-impact testing is standard in our deployments: an engineering step, not an afterthought.
FOIA and public-records obligations shape the architecture: what's logged, what's retained, what's producible. Decided before the first document moves.
Permits, records requests, constituent service — work people stand in line for. Pilots are sized to small-purchase processes and tested for disparate impact as an engineering step, because public systems must serve everyone.
Wherever housing, growth, and service delivery are moving faster than staff capacity. The founder's background spans affordable-housing finance, compliance, and the rooms where initiatives move.
Law firms don’t need convincing that AI matters — they need the fears named accurately and answered with architecture. Assembly is not judgment: our agents assemble the file, the chronology, the reconciliation; the attorney owns every judgment, signature, and dollar.
No training on client data, contractually, in any tier — an entry in a prohibited-actions register enforced by tests, not a line in marketing copy.
The work runs on your firm’s own subscription and your own storage, with no vendor server in the loop. The party holding the data is the firm — as it always was.
Run records name sources as identifiers, never their contents. The fields that would carry prompt and output text exist in the standard and are left empty by rule.
The confidentiality answer is also an exit clause: when an engagement ends there is nothing to migrate and nothing to ransom.
The opinion’s duties are the committee’s checklist. Each one lands on something checkable here, not a policy PDF.
A practicing defense partner’s unprompted read of the market: law-firm accounting is “a huge untapped portion… this should all be completely automated.” The Counsel × Close desk is that work, productized.
Bank statement vs. trust ledger vs. client ledgers, recomputed independently every cycle. Every discrepancy itemized with sources, never netted away.
Time entries checked for narrative quality, guideline conflicts, and trust-vs-operating classification before invoices go out. Exceptions listed for the biller, never fixed silently.
The settlement disbursement sheet assembled from statement, lien ledger, and fee agreement, every figure sourced. Preparation for a disbursement — never the disbursement. A human moves every dollar.
Licensed CPA review on financial deliverables, disclosed in the engagement letter. Every run leaves a record — the trust-exam answer is a folder, not a scramble.
The same desk pattern runs across the whole Ledger Suite — legal is where the bar-discipline stakes make it sharpest.
Employment, personal injury, corporate, civil litigation, tax controversy, white collar, estates, immigration, and defense case evaluation — each mapped through every step and branch, with how far autonomy may go and the seat that can stop it. One board is free, permanently.
Four quarters — The Boundary, Data Hygiene, Confidentiality and Privilege, Verification Discipline — anchored to your own matters, and structured to support CLE where your jurisdiction permits.
Fifty minutes for the whole committee: the fears named, the boundary, the tier ladder, the named seat, and what to do Monday. Enablement, not a pitch — it books directly, no diagnosis required.
Productized desks for the recurring work a practice must do perfectly and does manually. Each runs on your own AI subscription and your own Drive, with no server of ours in the loop. Every desk comes with a weekly research robot, a client desk for calls and notes, a market watch, and a packaging studio.
A new vertical costs one research-and-generate cycle on the same engine, which is why the suite covers this much ground.
The flagship, and the engine the other five desks run on. Built for firms whose vertical isn’t listed yet.
The real-estate desk. It holds the deal file, the diligence trail, and the recurring closes.
For legal practices: matters, deadlines, and the accounting a bar exam checks.
Reconciliation and close discipline, for accounting firms that sell it and firms that need it.
Wealth management. The review cadence, the meeting file, and the evidence of care.
Healthcare delivery. It runs the operational spine behind the clinical work, and never the clinical work itself.
Three-way trust reconciliation recomputed independently every cycle, pre-bill hygiene, settlement-disbursement preparation, and an exception watch. Agents assemble and reconcile, licensed CPAs review, and a human moves every dollar. Every desk in the suite delivers that same pattern for its own vertical: a recurring run, sourced figures, human checkpoints. See it in the legal practice →
Sold as a one-time productized deliverable, or as desk + customization + the maintained weekly retainer. Priced to the firm and the scope of work, and quoted after a conversation rather than from a template.
An agent engagement puts a software teammate on one repeatable task, end to end. We start where your workflow map ends, so nothing ships that the diagnosis didn’t support.
The recurring work a firm must do perfectly and does manually: the close, eligibility checks, document intake, deadline monitoring, follow-up that never lapses. One bounded task per agent, chosen by the diagnosis.
A Guardian agent that watches the others, autonomy tiers assigned per task by risk, licensed CPA review on financial deliverables, and a log of every action. Every engagement includes all of it. You don’t have to ask.
Your baseline is recorded on day one. At day 30 you get a one-page before-and-after against it, every number sourced or absent, and the delta monthly after that. If it proves out we scale it, and if it doesn’t we stop.
The engine underneath is the same five stages every time — watch it run on the method page. The boundaries are contractual, in writing on the assurance page.
Behind every agent is a network: when a solution needs a capability beyond the tools we run in-house, such as a voice model, a vision pipeline or custom software, we assemble specialists for it per engagement, under the same written standard. And every maintained engagement carries 24/7 support from a team on retainer across time zones; every fix lands in a repository of resolutions, the raw material for clearing routine issues faster every month.
Each agent is a crew with one bounded job, run end to end. A Guardian watches every one of them, and the fleet moves in the same direction because the diagnosis set the course.
GovernanceThe boundaries an agent runs inside, delivered as your firm’s written standard.
Learn more →DashboardsThe same firm data your agents work from, queryable in plain English.
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Data FoundationThe assessment that clears the base before an agent is proposed.
Learn more →Strategy ConsultingThe diagnosis that decides which task deserves an agent at all.
Learn more →A free thirty-minute call. You’ll leave knowing whether the task is agent work, including when the honest answer is a checklist and one hire.
Ask your business a question in plain English and get an answer with its sources shown — or an honest refusal when the data can’t carry one. Never a guess dressed as an answer.
The dashboard connects by API to the systems you already trust — ledger, practice management, CRM, drive. We never migrate a source of truth; the answers cite the system they came from.
Every answer names its records. Below the confidence threshold the response is a question back to you, not a plausible-sounding sentence — the same house rule that governs everything we ship.
Per-client credentials, storage and memory; nothing you share trains any model, contractually. Where the zero-infrastructure pattern fits, it runs on your own subscription and your own storage.
The board question that used to take a week of assembly becomes a question you type. Every answer arrives with the records behind it — or as an honest refusal, which is its own kind of answer.
AgentsWhen the answer to a question should become an action, run to a standard.
Learn more →GovernanceWho may ask what, and what the answers may touch — in writing.
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The Efficiency AuditMeasure what your current tools actually return before adding another.
Learn more →Data FoundationWhat a citation is worth depends on the layer it cites.
Learn more →If your systems hold the data, we’ll show you what it takes to make it answerable. If they don’t, we’ll say that instead.
The board wants AI moving this quarter; the regulator, the carrier and the client want proof of control. One unreviewed output in front of the wrong reader costs more than the program saved — so we deliver the controls as a service, and we start where your data governance ends, so you’re not building from scratch.
Autonomy tiers per task, a prohibited-actions register, examiner-never-builder review, and logging. We draft them in your firm’s own language and sign them into your engagements. The architecture we run ourselves, published here, becomes yours.
NIST AI RMF alignment, disparate-impact testing as an engineering step, records-retention and FOIA awareness where the public is the client. When the committee asks what governs this, you hand them a document.
Built for the managing partner, compliance officer or administrator whose name is on the outcome: one accountable seat named in writing on day one, and every boundary printed before work begins.
When the regulator, the client or the board asks how AI is controlled here, the answer is your own written standard: autonomy tiers, a prohibited-actions register, and logs a reviewer can read.
AgentsThe systems these controls govern, shipped with a Guardian on every one.
Learn more →DashboardsAccess and audit questions answered from your own records.
Learn more →The Efficiency AuditWhere ungoverned tools are already running, find them first.
Learn more →Strategy ConsultingGovernance decisions made at board level, before the build.
Learn more →Thirty minutes, free, and you leave with the shape of the answer. The assurance page above is the standard we’d hold your build to.
Bespoke, judgment-heavy work done with you: how the firm runs, where the margin leaks, what to fix first and what to leave alone — written down, priced to scope, with a ceiling that holds.
Intake and diagnosis, workflow redesign, GAAP and compliance interpretation. The map of how work actually flows is a deliverable you keep, whether or not you continue.
The Books Ladder from clean records to diligence-ready, add-backs evidenced, a data room that survives the request list. Engaged by the owner, welcomed by their broker — no referral fees in either direction.
Led by a founder with an economics degree, an MBA in finance and entrepreneurship, a banking innovation award won at a top-ten US bank, and national leadership roles across AAREP, ULI and HAND.
This is the engagement we call the Audit, and it is for a firm deciding what to do about AI in the first place. If AI is already in your building and nothing has moved on the P&L, the sibling engagement is The Efficiency Audit, which measures what you are already running before anything new is proposed.
And when the diagnosis recommends a capability we haven’t delivered before, sourcing it is our job — our own tools where they fit, specialists from the network where they don’t. The recommendation is never limited to what we already have on the shelf.
The proposal contains only what the diagnosis supports — including when the honest answer is a checklist and one hire, not agents. Strategy work here starts at that altitude: what the firm is for, what the numbers say, and what to leave alone.
Some of that redesign happens in front of a system nobody is allowed to change. Every practice runs at least one: the practice-management platform, the records portal, the legacy ledger front end. The vendor owns the back end, replacing it is a migration nobody will approve, and so the daily workflow stays broken for years. We study that system read-only, then build the layer your people actually need on top of it: search that ranks, an intake screen that writes back through the vendor’s own interfaces, the report the vendor never shipped. The contract is untouched, the vendor’s data stays the source of truth, and taking our layer away restores exactly what you had.
AgentsWhere the diagnosis finds repeatable work, an agent carries it.
Learn more →Data FoundationThe layer the strategy stands on, measured before anything is proposed.
Learn more →GovernanceThe control questions a board should settle before the build.
Learn more →The Efficiency AuditWhen AI is already in the building, start by measuring it.
Learn more →That’s the engagement shape, in writing on day one. The conversation that starts it is free.
The tell is everywhere: the tool got adopted, everyone says it helps, and no line on the P&L moved. The Efficiency Audit finds the gap between what your firm spends on AI and what the numbers show for it.
Every AI tool in the building against the workflow it was bought for: what it costs, who touches it, what changed on the P&L, and where the work re-routed around it instead of through it.
Powerful engines bolted onto processes shaped by human limits — the eight-hour shift, the sequential handoff, the approval that waits for Monday. The fix is a redesign of the road, not another engine. The full argument is here.
Written findings, a ranked fix list with what each is worth, and an honest verdict on every tool: fix the process around it, renegotiate it, or drop it. Credited toward whatever engagement follows — if any does.
The Efficiency Audit assumes the tools are already bought. If nothing is running yet and the real question is where to start, the engagement you want is the Audit, under Strategy Consulting, which maps how the work moves before any tool is chosen.
When the fix list names a capability new to us — a voice agent, a vision model, a custom build — sourcing it is part of the job, through the network the firm keeps for exactly that. The audit is never limited to recommending what we already sell.
Every tool in the building gets an honest verdict — fix the process around it, renegotiate it, or drop it — with the value of each fix attached, so Monday’s priority list writes itself.
Data FoundationWhen tools underperform, the base layer is the first suspect.
Learn more →DashboardsKeep the measurement running after the audit ends.
Learn more →GovernanceThe controls that keep the fixed version fixed.
Learn more →Strategy ConsultingWhen the finding is bigger than a tool, the diagnosis takes over.
Learn more →Thirty minutes, free. If the honest answer is “keep it and change nothing,” you’ll hear that too.
An agent system is layers: your records at the bottom, the assembled context in the middle, the agents on top. Every layer inherits the one beneath it — which means you are only ever as ready as your weakest foundational layer.
Everything above inherits the base. That is the whole argument for starting there.
A stage of the Audit, run before any agent is proposed: data hygiene measured, not assumed.
Duplicates, unreconciled balances, undated and unowned records, fields that disagree between systems, and who can touch what. The base layer, examined the way an auditor examines it.
A written findings list ranked by what each fix opens up — because a deduplicated client file is not housekeeping, it is what makes every layer above it trustworthy.
No agent is proposed onto a base the assessment hasn’t cleared. Fixing the base costs less than fixing everything it corrupts — and it is the least glamorous work in the stack, which is why it gets skipped.
AgentsWhat a clean base makes possible — and a dirty one sabotages.
Learn more →DashboardsSourced answers need a base worth citing.
Learn more →The Efficiency AuditWhere underperforming tools get measured against what they cost.
Learn more →Strategy ConsultingThe diagnosis that decides which layer to fix first.
Learn more →Thirty minutes, free. Bring one report you don’t fully trust and we’ll trace the doubt to its layer.
Most firms answer trust questions with adjectives. We answer with both a promise and the architecture that keeps it: constraints built in, written down, checkable.
Everything we build for you runs on your own AI subscription, in your own Drive, and, where structured memory earns its keep, in your own database instance, under your keys. No server of ours holds your client data. That is the confidentiality answer, the lock-in answer, and the exit answer at once: when an engagement ends there is nothing to migrate and nothing to ransom. (This website’s own membership accounts are the one thing we do hold. The privacy policy lists exactly what and where.)
Per-client credentials, storage, and memory. Agents read only sources you approve. Nothing you share trains any AI model, contractually. Every agent action is logged.
HIPAA Business Associate Agreements before any patient data moves. Confidentiality-first architecture for legal clients. Records-retention and FOIA awareness for public-sector work.
No financial deliverable leaves until a licensed CPA has approved it. The agents assemble the work and show their sources line by line. Where the work is arithmetic, a second independent computation checks the first, and a disagreement is a question for the reviewer rather than something the system settles on its own. The reviewer is never the builder. Tax positions and valuation opinions stay with the licensed professional, never the agent. Your engagement letter states the arrangement in writing.
Our dashboards and research agents cite what they know and say so when they don't. No guesses dressed as answers, in your business or in ours.
Makes Eleven Consulting is not SOC 2 certified. We are not ISO 27001 certified. We hold no equivalent third-party audit report, and no certification audit is under way. If your policy requires a certified vendor, we are not one, and you should learn that on this page rather than in week six of a review.
What we offer a security team instead is an architecture with far less to certify.
You can check part of this from where you are sitting. Open your browser’s network panel on any page of this site: no analytics, no advertising pixels, no third-party trackers, no session recording. The privacy policy lists every processor we use and why.
How an agent system stays safe, told the way biology tells it: a watcher, a set of specialists, and a memory that only grows.
An agent system stays safe the way a body does. Something separate watches everything the rest of it does. The failure mode is the plausible guess: confident, fluent, unsourced. Every AI system eventually produces one; ours is built to expect it. First responder: the Guardian, a separate agent shipped on every engagement that watches every action the other agents take and flags anything out of pattern before it leaves the building. Then the specialists arrive: the Examiner, who is never the builder and checks every system against test sets with known answers; the Second Sum, an independent computation that re-derives every recomputable number; and the Licensed Reviewer, the CPAs who review and approve financial deliverables, disclosed in every engagement letter. The refusal register only grows: thirty-six classes of refused action today, and the list ratchets up and never shrinks. And it never forgets: logs, register, baseline, boundaries. When the same failure tries again, it is refused automatically, and the refusal is logged. Everything you just saw is written down. The full standard is on this page, below.
An engineering document that governs every build.
Three documents, free, in exchange for an address. No sales sequence follows: you get the document, and a person answers if you reply. Everything in them is what we actually run, which is why they are specific enough to be useful against a firm that is not us.
Fourteen pages for the person whose name is on the answer when the committee, the client or the carrier asks how AI is controlled here. ABA Formal Opinion 512 duty by duty, paired with the artifact each duty actually demands; the three failure modes that produce discipline and what prevents each; and a checklist your committee can run against any vendor, this one included.
All thirty-six classes of action our agents are built to refuse, with the basis for each and the scope it binds. It is printed straight from the file our own tests check the published count against, so the document and the number on this site cannot disagree.
Audit, Gauge, Engineer, Navigate, Track: the five stages, the artifact each one leaves with the client, the four questions that come before any of it, and the eight-week shape a first engagement takes.
Our annual report, published by Makes Eleven Consulting, assembled from the monthly ecosystem reviews we already run. It has not been published yet and there is no earlier edition to read. The release is announced in the Letter, so this is the Letter: subscribe once and the report reaches you the same way everything else does.
The concerns we hear most from operators and public officials, answered with primary sources. AI is already trusted where the stakes are highest: medicine, law, government, finance.
The Yale Budget Lab examined 33 months of labor data after ChatGPT's release and found no discernible disruption to overall employment. The Dallas Fed and RAND report the same, with more businesses adding jobs from AI than cutting them. The pattern is augmentation: AI absorbs volume; people keep judgment, relationships, and accountability.
How we handle itOur engagements are designed around your team, not instead of it. People are the other half of eleven.
Unsupervised AI does invent, which is why serious deployments never run unsupervised. The FDA has authorized over 1,400 AI-enabled medical devices under formal validation. Courts require human verification of AI-assisted work. The fix is structure, not hope.
How we handle itThe same structure: agents do volume, licensed professionals review financial deliverables, every answer is sourced or refused, and a human approves anything that leaves the building.
That risk is real with consumer tools and absent with properly configured enterprise deployments: contractual no-training terms, tenant isolation, encryption, and audit logs are standard. California's court system draws exactly this line: confidential data prohibited in public AI systems, permitted in managed internal ones.
How we handle itPer-client isolation, allowlisted sources only, no training on your data ever, and a written security posture you can hand to your counsel.
Government frameworks don't prohibit AI; they govern it. NIST's AI Risk Management Framework, federal agency guidance, South Carolina's state AI strategy, and the SC judiciary's generative-AI policy all chart responsible adoption. Cities are already deploying: permitting prescreens, multilingual constituent services, records automation.
How we handle itFramework-aligned deployments with human approval, audit trails, records-retention awareness, and bias testing as standard, pilot-sized to fit procurement realities.
FDA authorizations of AI medical devices grew from a handful a year to nearly three hundred in 2025 alone. Nearly a third of practicing lawyers now use generative AI. Regulated professions are the slowest adopters by design, and they have adopted.
How we handle itWe don't sell momentum; we sell diagnosed fit. If AI isn't the answer to your problem, that's the report you'll get.
The organizations winning with AI aren't the most technical. They're the ones that paired with people who know the terrain. Pilots stand up in weeks, not years.
How we handle itYou don't need in-house engineers. The diagnosis tells us what fits your size and budget; a written ceiling means no surprises; and our enablement work leaves your team able to run what we build.
The risk is documented: a state attorney general reached a $2.5 million settlement with a lender whose underwriting model disadvantaged Black and Hispanic applicants. The same case defines the fix. Test for disparate impact, keep humans on decisions, document everything.
How we handle itDisparate-impact testing, human approval on consequential decisions, and full audit trails are standard in our public-sector and lending-adjacent work, not add-ons.
Many are, which is why so many AI pilots die within a year. Deployments fail when nobody maps the workflow first.
How we handle itWe're a consulting firm that uses AI, not an AI vendor with a pitch. The diagnostic is a real deliverable you keep either way, the proposal contains only what the diagnosis supports, and every claim we make in public traces to a real engagement.
The name is the thesis: with the right partner, a business doesn't add capability, it compounds it. One and one makes eleven.
An economist by training, an operator by habit, and a builder by conviction. Leon studied economics and community development at Howard University, earned his MBA at William & Mary with a dual specialization in finance and in entrepreneurship & Innovation, and is completing advanced professional studies in agentic AI at Harvard.
Before founding the firm, he earned a banking innovation award for process improvement at one of the ten largest US banks, worked inside affordable-housing finance and LIHTC compliance. He has also used these tools where the stakes were his own: a federal matter, opposite counsel from a major national law firm, resolved successfully.
He has sat on your side of the table.
Workflow mapping, process redesign, the diagnosis itself. The lane everything else depends on.
The agents, dashboards, and systems, built to the written standard and measured against day one.
Policy rooms, procurement processes, the introductions that move initiatives. Compounding requires every gear turning.
One habit runs under all three lanes: a monthly review of what the AI ecosystem now makes possible, so the advice never ages quietly.
Founder-led, never founder-limited. Wylie “Sid” Darden advises the firm on cybersecurity: securing enterprise networks, NIST 800-53 control implementation, vulnerability management and incident response. He holds a master’s in homeland security and emergency management from Purdue, a philosophy degree from Howard, and CompTIA Security+, with the CISSP in progress. A network of licensed CPAs reviews every regulated financial deliverable. Around that core, specialist advisors, consultants and ad-hoc expert hires are assembled for the engagement that needs them.
Voice AI and AI calling, computer vision, sales and marketing automation, custom software, managed AI subscriptions for a whole team — the tools we run in-house carry the core, and the network carries the rest. Finding the right capability is what you hire us for.
Every maintained engagement and membership carries 24/7 support from a retainer team across time zones — and every fix lands in a shared repository, so the same issue gets resolved faster each time it appears, and the routine ones get faster every month.
AI has leveled the playing field in a generational way. We exist so small and middle-market firms can strategize, compete and scale in ways they never could — capturing market share and influence like never before.
The same five-stage engine, tuned to the documents, deadlines, and regulators of your world. Every engagement starts with the diagnosis. These are the worlds where our playbooks run deepest.
Each card names the seat we usually sit in when we work in that world. It is where our playbooks are deepest, not a rule about who we take. If your industry is here and your seat is not, or your seat is here and your industry is not, the diagnosis works exactly the same way.
Run the operational spine of a portfolio on time, every month.
Usually our seatThe person answerable when the monthly close on a portfolio is late, and the team working the queue underneath them.
Keep the credit by keeping the file — before the auditor asks.
Usually our seatThe compliance officer whose name is on the tenant file when the agency asks to see it.
Track every obligation from the source document to the evidence.
Usually our seatWhoever holds the obligation register and has to prove, later, that it was kept.
Recover the front-office hours that eligibility and claims consume.
Usually our seatThe practice administrator running the front office patients actually experience.
Protect the hours you bill and the deadlines you cannot miss.
Usually our seatThe managing partner, or the partner who chairs the AI committee and answers for what it decides.
Know what moved in the record before your client asks.
Usually our seatThe principal who signs the client report and the disclosure that follows it.
Defend the margin line by line, week by week.
Usually our seatThe owner-operator, or the general manager who owns the prime-cost line every week.
Move the queues residents feel — pilot-sized and procurement-aware.
Usually our seatThe department head answerable for a queue residents can see from outside.
Arrive at diligence with numbers a buyer can trust.
Usually our seatThe owner, ideally well before the broker is engaged.
And if the ask is AI and it isn’t on a list above, it is still ours to deliver: the tools we run in-house carry the core, and a vetted network of advisors, consultants and specialist hires carries everything beyond it — voice, vision, automation, custom software. Finding and running the right capability is part of the engagement, not a referral elsewhere.
The founder’s first vertical was affordable housing — LIHTC compliance, where every tenant file faces an agency audit and every number must survive an exam. Every engagement since, in every industry, inherits that discipline.
The Audit maps your workflow before anything is proposed. If the honest answer is advice, not software, that's the report you get.
Scope and price are agreed before work begins, and the ceiling holds for the term. No industry, no exception.
Your baseline is recorded at the start; at day 30 you get a one-page before-and-after against it, then the delta monthly.
No. Makes Eleven is a general consultancy: any firm, any industry, case by case. These are the verticals where our playbooks already run deepest. If yours isn't listed, the diagnostic works exactly the same way. The same goes for capabilities: if it touches AI — voice, vision, software, security — it is in scope, delivered with our own tools and a vetted specialist network.
The diagnostic. You get a written map of how work flows through your firm, what to automate, what to fix first, and what to leave alone. It is scoped to your firm, credited toward whatever follows, and it is a deliverable you keep whether or not you continue.
Licensed professionals. Financial deliverables are prepared by our agent systems and reviewed and approved by licensed CPAs in our delivery network, disclosed plainly in every engagement letter. Agents never sign, file, or pay; that's contractual.
No. The agent layer sits on top of your existing systems by API. We never migrate your ledger, your practice management system, or your CRM; the agents work between them.
By scope, never by template. We do not publish a rate card, because a national rollout and a single-office practice are not the same work. The diagnosis establishes what the work actually is; the proposal names the price and a written ceiling that holds for the term.
Bring the one process you already know is broken. You leave knowing whether it is worth mapping — including when the answer is no.
No function leads and none is an afterthought. The same five-stage machine runs any of them where documents move, deadlines bind, and follow-up decides outcomes.
Industries are who you are; functions are the work itself. The engagement can enter through either door. Browse by industry instead →
Accounting, finance, HR, operations, compliance, legal: the same signal → enrich → score → compose → act spine, tuned to the documents and deadlines of that function. Agents assemble; licensed professionals review anything regulated; every step is measured against your day-one baseline.
Clean records, reconciled accounts, and a close that happens on a date. Agents assemble; licensed CPAs review and approve. The Books Ladder below shows the rungs.
A 13-week cash forecast that reconciles to the ledger, not to hope. Variance flagged with sources attached.
Onboarding and offboarding chases that never lose a step; credential and license expiry watched continuously.
The exception board: one queue for everything stuck, with an owner and a clock on every item.
First-party lifecycle triggers on consented channels only. Relevance from your own data. No scraping, no purchased lists.
Pipeline hygiene enforced automatically; quote-to-close follow-up that's polite, relentless, and logged.
Access reviews on schedule, unused licenses reclaimed, backups verified by restoring them, not by trusting the checkbox.
Obligations tracked from the governing documents, filings calendared with margins, evidence collected as the year happens.
Renewal and notice dates computed from the contracts themselves; obligations surfaced before they bite.
Intake triaged, routine questions answered from approved sources, the rest routed to a human with context attached.
Invoices reconciled against contracts and price lists; vendor documents chased; renewals never auto-renewed unseen.
Numbers assembled, sourced, and explained on schedule. Your own data, queryable in plain English.
These are starting points, not the menu. If it touches AI, it is in scope — voice AI on the phones, computer vision on the documents, sales automation in the CRM, managed AI subscriptions for the whole team — delivered through our own toolset and the specialist network behind it.
That's the recommended path. The diagnosis picks the function where proof is fastest, we run it to a measured result, and expansion follows evidence, never enthusiasm.
No. The diagnosis picks the function where proof lands fastest for your firm. Accounting shows up often because bookkeeping is recomputable, so a second independent calculation can verify every number, but that is a property of the work, not a ranking of our services.
Yes, by API, on top of what you already run. We never migrate your ledger or CRM; the agents work between your systems and leave the source of truth where it is.
Signatures, filings, and payments; tax positions and valuation opinions; anything leaving for a regulator, court, or counterparty without human review. The full list is on the assurance page, and it is contractual, not just stated.
Name the function that hurts and we will tell you honestly whether an agent system helps — and when a checklist and one hire beats it.
Every engagement records its baseline before anything is built, so every result here is a before-and-after — anonymized to protect the client, and verified against the engagement record before it appears.
Results are specific to each firm’s baseline, workflows and adoption; they describe what happened there, not a promise of what will happen for you. The diagnosis is how we find out what your number would be.
Day one records how long the work takes now. Day 30 shows the same work against it — every number sourced or absent.
Every maintained engagement and membership carries 24/7 support. Report an issue here and it becomes a numbered ticket with the support team. The team works across time zones, so somebody is always on the clock.
Your report becomes a ticket the moment you send it, and the number comes back on this page and by email. The team answers from [email protected], and the ticket number keeps the thread in one place.
A support team on retainer, spread across time zones. Signed in, your firm and workspace ride along with the ticket automatically; signed out, your email address is all we need to find you.
Every resolution lands in a repository of past fixes and the reasoning behind them, so the same issue gets resolved faster each time it appears, and the routine ones get faster every month.
A sentence or two is enough. Screenshots and files can go in a reply to the confirmation email.
Your ticket is . A confirmation is on its way to your inbox. Replies come from [email protected]; keep the ticket number in the subject line if you write back.
The Help Desk covers maintained engagements and memberships. Not a client yet? Start a conversation instead — this queue can’t quote new work.
Once a month: what changed in AI for regulated work, and what we would do about it. Short, specific, written to be acted on — and everything in it follows the house rule: sourced answers or a refusal.
Once a month: what changed in AI for regulated work and what we would do about it. Short, specific, no filler.
The ecosystem shifts weekly; your practice shouldn’t have to chase it. We do the watching, and once a month the Letter tells you what actually changed and what we would do about it — sourced, or not said.
Most AI engagements fail before the first line of configuration, because nobody mapped the workflow the software was supposed to run.
Every failed automation project I've examined shares one property: the prescription came before the diagnosis. A tool was chosen, then a problem was found for it. We run the arrow the other way. Nothing gets proposed until we have mapped how work actually moves through the firm, and the map is a written deliverable you keep whether or not you continue.
That sequence is also why there is no rate card on this site. A published number is a promise made before the work is understood, and it fails in both directions: a national firm auditing every entity gets quoted as though it were a single office, or a six-person practice gets quoted as though it were an enterprise. Both are wrong. The scope has to exist before the number does, so we scope first and price to what we find.
What replaces the rate card is a discipline, not a mystery. The diagnosis is quoted up front and credited toward whatever follows. The proposal names the scope, the price, and a ceiling that holds for the term. Nothing gets billed that was not scoped, and nothing gets scoped that the diagnosis did not support.
The honest finding ("you don't need agents, you need a checklist and one hire") costs us the engagement and still gets written down. It appears in more diagnostics than you would think. If a proposal ever contains something the diagnosis doesn't support, you're holding the wrong proposal. That's the whole method.
Roughly 650,000 actively licensed CPAs in the US — a number that has barely moved in twenty years — while the broader accounting workforce shed roughly one in six people between 2019 and 2022, from a peak near 1.9 million. That is an architecture problem, not a staffing problem.
The licensed bench isn't growing, the pipeline behind it is thinning, and every firm that needs CPA eyes on its financials is competing for the same people. You can pay more for the same hours, or change what the hours are spent on.
Our architecture does the second thing. Agents do the volume: categorization, reconciliation, assembly, chase. Licensed CPAs do what only they can: review, judge, approve, sign. The disclosure is printed in every engagement letter, because the model only works if the client knows exactly who did what.
The shortage is the market evidence for the whole design. A CPA reviewing agent-prepared workpapers covers a multiple of the clients they could serve preparing everything by hand, and the work they keep is what their license was for.
Full GAAP on day one is over-prescription for most owner-led firms. The honest version is five rungs and an honest stopping point.
GAAP is the reference standard buyers, lenders, and bonding agents actually use, which is exactly why it gets oversold. A firm with no exit on the horizon, no institutional financing, and no outside investors doesn't need ASC 842 workpapers; it needs reconciled accounts and a close that happens on a date.
So we sell a ladder: records → reconciled → accrual → GAAP-ready → diligence-ready. Clients enter wherever their books actually are, and full GAAP is triggered by something real (an exit inside two years, a covenant, a bond, an investor), not defaulted. No trigger? Stopping at rung three is the "never sell what you don't need" doctrine, applied to our own accounting build.
The rungs above stay lit for the day something real turns on. That's the difference between a ladder and a leap: you can stand on a ladder.
The News page carries what we are reading as it lands — primary sources and measured data only.
The developments and primary sources behind the positions we take — dated, sourced, and updated as the ecosystem moves. Curation rule: primary sources and measured data only. No vendor decks, no hype cycles.
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News is what happened; the Letter is what we would do about it. Subscribe on the Letter page.
Almost every firm has bought the tools. Very few have changed the work. That gap, not the technology, is the story of the last three years. It is why a small firm can now outrun a large one.
“We are, in many cases, bolting a jet engine onto a horse carriage — and wondering why it doesn’t fly.”
This is what most AI adoption looks like. The model is genuinely powerful. It is strapped onto a process shaped entirely by human limits: an eight-hour shift, a sequential handoff, an approval that waits for Monday.
The thrust is real. The animal underneath it is the constraint. You get a faster horse, a louder one, and an expensive one. The finish line does not move.
The tell is easy to spot in your own firm: the tool got adopted, everyone says it helps, and no line on the P&L moved.
“The engine’s power is there, but the full potential is squandered by the limits of the road.”
Suppose the technology is right and the deployment is competent. It still sits inside a process with a red light at every intersection: a queue, a weekly meeting, a shared inbox, a person who has to notice.
An agent that can work through the night is worth nothing if the next step waits until someone opens a folder on Tuesday. Throughput is set by the slowest gate, not the fastest actor. That is why pilots post a real speed gain on one step and no change in cycle time.
This is the diagnosis most firms never get: not which tool, but which intersection.
Fig. 02 · Throughput is set by the gate, not the engine
Three independent bodies of research, all pointing at the same gap between adoption and earnings. We publish the sources so you can check them.
Of organizations report using AI in at least one business function, up from 78% the year before. The tools are, effectively, everywhere. Source: McKinsey Global Survey on AI, 2025
Report any measurable effect on enterprise-level EBIT. Among those, most attribute under 5% of it to AI. Widespread use, narrow result. Source: McKinsey Global Survey on AI, 2025
Of enterprise generative-AI pilots studied delivered no measurable P&L impact. The authors attribute the divide to approach, not to model quality. Source: MIT Project NANDA, The GenAI Divide: State of AI in Business 2025
Every firm sits somewhere on this table. Which model you bought matters far less than how the work was shaped before it arrived.
Comparison and the reported productivity ranges from Hofmann & Kruhse-Lehtonen, “The agent-centric enterprise,” Harvard Data Science Review, citing Noy & Zhang (2023), Riedl et al. (2023), OECD (2025), McKinsey (2025) and BCG (2025). The second column is the destination, not a promise. Which row you can honestly move is what a diagnosis is for.
Nothing above is an argument against the technology. It is an argument about where the work happens. When the process itself is redesigned so an agent can act, with data reachable and gates placed deliberately, the same engine finally gets to run.
That redesign is a specific, ordinary, repeatable exercise. It has five moves, it takes weeks rather than quarters, and it starts with one workflow, not a rip-and-replace program.
It also has a boundary that never moves: the gates you keep are the ones that carry judgment, liability, or a signature. Those are not inefficiencies to be removed. They are the reason anyone trusts the output.
This is the generational part: the engine that used to take an enterprise budget now answers to a firm of six, and the gap between what a small firm can field and what the market leader fields has never been narrower. The options keep multiplying — which is exactly why we stay on every trend, so our clients compete with the best technology available.
When agents handle routine execution, people move up to problem framing, trade-offs, stakeholder alignment, and leadership under uncertainty. You hired them to think, not to retype.
Manual work varies. A designed workflow sets a floor that holds no matter who is out. Consistency is worth more to a regulated firm than raw speed.
The measure shifts from return on investment to return on inference: what each unit of machine reasoning actually produced. Harder to fake than a license count, which is why we track it.
Autonomy is how much a system may do alone. Agency is how much your people can direct it. We build for agency and raise autonomy only where the evidence earns it. Never the reverse, never quietly.
Book the free conversation and bring the one workflow this page made you think about. We will tell you honestly whether it is a good candidate — including when the answer is no.
Five moves that take a workflow from “this is slow and nobody knows why” to “this is measurably better and the CEO believes the number.” Every engagement runs them in this order. Each stage ends in an artifact you keep.
Picking a workflow first is how firms end up automating something that works fine. Four questions come before Audit, and they take an afternoon, not a quarter.
What is the firm actually trying to do this year? Everything downstream has to trace back to a line on this list or it doesn't get built.
What role should machines play here, and where should they not. This is where refusals get written.
Systematically, across the value chain, not from a vendor list. The biggest pain points are usually common knowledge; the work is confirming which are tractable.
Strategically important, but safe enough to experiment on. One workflow, chosen deliberately, not a twelve-month rebuild.
“What is actually happening, and why does it fail?”
Understand how the work is done today and what outcome really matters, not what the process document says. Everything downstream inherits whatever this stage got wrong.
A written picture of the as-is and the target outcome. Useful even if you stop here.
“What would success look like for the business?”
Evaluate each workflow on impact, repeatability, complexity and outcome potential. This is the stage that decides what we will not build. A step that is high-risk, low-volume and dependent on judgment is a step that should stay exactly where it is.
A prioritized shortlist of agent opportunities, and a documented list of what we declined to touch.
“If you started fresh with AI, what would this look like?”
Redesign and build the flow so an agent can act: data accessible, decisions explicit, handoffs deliberate. This is where the road gets rebuilt rather than repaved, and where most programs quietly skip ahead to tooling.
A working agent-first process ready to pilot, with measurable success criteria attached to it.
“Who decides what, and what happens when AI is wrong?”
Shape the human–agent relationship: transparency, intervention paths, governance. Assume the system will be wrong at some point, and design the moment of being wrong before it happens rather than after.
The framing that matters here: the system is not doing the regulated work. It is preparing expert work for controlled approval, which is why accountability stays where the risk is created.
Human control that holds as autonomy rises, because the escalation path was built, not promised.
“Would your CEO believe these numbers?”
Prove value against the outcome chosen in Gauge. Show the honest comparison: not just before and after, but what would have happened anyway.
Outcome gains that fund the next move, or a documented reason to stop. Both are results.
It is “which kind of agent should own this step, and where does a human stay in control.” A taxonomy connects the technology to your actual pain points. Without one, every conversation collapses into tool shopping.
Taxonomy adapted from Hofmann & Kruhse-Lehtonen, “The agent-centric enterprise,” Harvard Data Science Review. The Guardian row is where our reliability standard lives: a separate examiner checks what the builder built.
The five stages, run on one real workflow — watch what moves, where every number gets a weight, and where the human gate sits.
Every agent we ship runs the same five moves — Signal, Enrich, Score, Compose, Act. Only two things ever change: what it watches, and what it may do. It starts with a signal: a recertification due in 45 days. Enrich: the file assembles itself from the tenant file, the prior certification, and the agency rule. Score: every claim gets a weight — 0.92 and 0.87 proceed; 0.41 falls below the threshold, so the answer is a question to a human. Compose: a draft that shows its sources, line by line. Act — only as far as the gate allows: the filing is sent by a person, never by the agent. The same engine, tuned to your firm, measured against day one.
The five stages above run inside a simple commercial arc — and every stage of it produces something you keep.
We map how work actually flows through your firm and put it in writing: what to automate, what to fix first, what to leave alone.
A written proposal with package options — only what the diagnosis supports. You choose; we never choose for you.
Built to our written reliability standard, examined by someone other than the builder, reviewed by licensed professionals where the work is regulated.
Measured monthly against your day-one baseline. What proves out, scales. What doesn't, we stop.
Governed by design: every engagement ships with its boundaries in writing — the full architecture is on the assurance page.
And Track never really ends: a monthly review of what the ecosystem now makes possible feeds back into every engagement we run.
Support runs the same way — 24/7 on every maintained engagement, from a team on retainer staffed across time zones. Every fix is recorded in a repository of resolutions: the base we are building toward agents that clear routine issues before they reach a person, with the escalations staying human.
For the committee that has to govern this: the fears named, the boundary between assembly and judgment, the autonomy tier ladder, the named seat, and what to do Monday. Built for law firms, useful to any regulated practice. Books directly; no diagnosis required.
Book it on the consultations page →
Built on your diagnosis and what we implement, so your people learn on their own work. Governance, acceptable-use policy, and standing office hours where the diagnosis supports them.
We build capability; we don’t certify it.
The published sprint runs in three phases. We keep that shape because it forces a visible result early, while the people who will live with the system are still in the room.
Identify the high-value workflow, map its current state, and find where the time actually goes. Choose the one number that will decide whether this worked.
Build and deploy the first agent workflow, with attention on data accuracy and the routine work that consumes the day. Guardrails ship with it, not after it.
Scale what works, learn from what didn't, wire the oversight, prove the number. Then repeat on the next workflow.
Sprint structure adapted from Hofmann & Kruhse-Lehtonen, “The agent-centric enterprise,” Harvard Data Science Review. Scope, duration, and price are set per engagement; a six-person practice and a national rollout are never the same shape.
The Workflow Builder is the first half hour of Audit, run by you, for free — and the free conversation is where the map becomes a plan.
Your firm’s atlas, its portal, and the four training quarters — in one place, for everyone on the membership.
Use an email address and a password of your own.
Signing in confirms who you are. What it opens depends on what your firm has bought — see plans and refunds. By continuing you agree to the terms and the privacy policy.
The Workflow Mapper and one board in every vertical of the Workflow Atlas stay open to everyone, forever. No sign-in, no email, no trial clock.
A membership belongs to the firm, not to a person. Colleagues on your work domain join it themselves; nobody has to be provisioned a seat by hand.
You’re signed in — there just isn’t a membership attached to or to your firm. If a colleague bought one, ask them to add your address, or check you’re using your work account.
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Open the link from your email in full — it carries a token that this page needs. If it has expired, ask for a new one.
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Every session is free to book. What costs money is the Audit itself — priced to your firm and the scope of the work, named in the session that carries its name and held to a written ceiling. How pricing works is here, not hidden on a calendar.
Not a platform, not a pilot program, not a twelve-month roadmap. One process, one accountable person, one month of running both ways and timing them.
Not a platform. One workflow: audited, redesigned, governed, measured. If it does not survive measurement, we say so.
Named before we start: the person who can stop it. That authority exists on day one, in writing.
Run the manual way and the agent way side by side, and time both. The comparison is against what would have happened anyway, not a flattering baseline.
Want to arrive prepared? The Workflow Builder turns the process that hurts into a map in ten minutes — no account, nothing stored until you send it. It becomes the pre-call assessment.
Open the builder →
Rung one is a valid place to stand — messy books, a manual process, a tool nobody measures. The method meets the firm where it is and climbs one step at a time, with an artifact you keep at every stage.
We do not publish a rate card, because the work is never the same twice. Pricing a national rollout and a six-person practice from the same template would be dishonest to one of them.
The diagnostic is quoted to the size of your firm and the ground it covers, and it is credited toward whatever engagement follows. You keep the written map either way, including the version that says you need a checklist and one hire, not agents.
Your proposal names the scope, the price, and a ceiling that holds for the term. Nothing is billed that was not scoped, and nothing is scoped that the diagnosis did not support. Executive briefings book directly, no diagnosis required.
Bring the one process you already know is broken. Thirty minutes, free, and you leave knowing whether it is worth pursuing — including when the answer is no.
Nine fields, each one a lesson. Fill them honestly and the Studio assembles a production-grade prompt — test it here, copy it anywhere, and save the good ones to your firm’s shared library.
Create a free account to use the nine-field composer and run five free drafts against a model — enough to feel what a well-built prompt does. A membership opens drafting within the daily quota, your firm’s shared prompt library, and the portal behind it.
Answered only from the workflow boards your membership opens — with the passage behind every claim, so you can check it before you use it.
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The invitation is tied to the email address it was sent to, so sign in with that address — or create an account on it — and then open your invitation link again.
Accept below and everything the firm’s membership opens is yours too.
What your firm holds, who is on it, and the details that are yours to change.
Your account settings are behind sign-in, for the obvious reason.
This account has no password — you sign in with a provider, or you were invited. You can add one without losing the way you sign in now.
A membership belongs to the firm, not to seats. Everyone in it inherits what the firm bought — the full workflow atlas for your vertical, the portal's processes, four training quarters and the Prompt Studio.
A membership belongs to the firm, not to seats: the full Workflow Atlas for your vertical, the portal, the Prompt Studio and four training quarters, billed monthly or annually per firm. Each plan is priced per firm — sign in and the exact amount is shown before anything is charged, and a fourteen-day refund covers a first purchase.
Give it a moment and refresh — or start with what’s free while you wait: the Workflow Mapper, and one board in every vertical of the Workflow Atlas. If this keeps happening, tell us at the Help Desk.
Prices in US dollars, billed per firm. By subscribing you agree to the terms, the privacy policy and the practice disclaimer — which says plainly that this is operational guidance for running a practice, not legal, tax, accounting or compliance advice.
Four quarters run against your own workflows — the boards in your atlas, the prompts in your firm’s library. What a team learns on its own work, it keeps.
What a Makes Eleven membership is, what it isn’t, and what each of us owes the other.
Last updated 20 August 2026. These terms govern memberships bought at makeseleven.com. Your engagement letter, if you have one, governs consulting work and takes precedence where the two disagree.
“We” and “Makes Eleven” mean Makes Eleven Consulting, a District of Columbia entity. “You” means the firm or organisation that buys the membership. If you accept these terms on behalf of a firm, you are confirming you may bind it. Individuals who sign in under that membership are covered by it and bound by it.
A membership is a limited, non-exclusive, non-transferable licence to use the atlases, portals, training material, specifications and templates in the scope you bought, for the internal business of your own firm, for as long as the membership is active.
Scope is the vertical or verticals you paid for. An enterprise membership covers every vertical, including verticals published after your purchase, while it stays active.
Reading, adapting and using a workflow inside your own practice is exactly what the membership is for. Handing the material to someone who has not bought one is not.
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If you send us feedback, we may use it to improve the product without owing you anything for it. We will not publish your firm’s name as a customer without asking you first.
The material is operational guidance for running a practice. It is not legal, tax, accounting, audit, compliance, investment or medical advice, and buying a membership does not create an attorney–client, accountant–client, fiduciary or any other professional relationship.
You stay responsible for your own regulatory and professional obligations, for the confidentiality of your clients’ information, and for everything that leaves your building. Where a workflow touches a filing, a signature, a payment, a tax position or a client deliverable, a qualified human at your firm decides — which is the same rule we build every system to, and the reason each process names the seat that can stop it. See the practice disclaimer.
Don’t attack the service, don’t try to reach content your membership doesn’t cover, don’t misrepresent your firm or your seat count, and don’t use the material to build something that harms the people whose work it describes. We may suspend access for any of these, and will tell you why.
Memberships are billed monthly or annually in advance through Stripe, and renew automatically until cancelled. Prices are per firm, not per seat. We may change prices for future terms with at least thirty days’ notice; your current term is never repriced mid-term. Taxes are yours where they apply. Refunds are covered by the refund policy, which forms part of these terms.
You may cancel at any time, from your billing page or by email; access continues to the end of the period you have paid for. We may end a membership for a material breach of these terms, after telling you what the breach is and giving you fourteen days to fix it, or immediately for the attacks and misuse described in section 7.
When a membership ends, access to paid material ends with it. Your own account data and training progress are exported on request and deleted within thirty days of the request. Anything you built with the material remains yours to keep using.
We aim to keep the service up and will give notice of planned maintenance where we can, but we do not promise a specific uptime figure, and we would rather say that plainly than publish one we cannot hold to. The material is provided as it is; we do not warrant that any particular workflow will suit your firm.
To the extent the law allows, neither of us is liable to the other for indirect, incidental, special or consequential loss, or for lost profits, revenue, data or goodwill. Our total liability arising from a membership is limited to the fees you paid in the twelve months before the claim. Nothing here limits liability for fraud, or for anything that cannot lawfully be limited.
We may update these terms. If a change materially reduces what you get, we will tell you by email at least thirty days before it takes effect, and you may cancel and take a pro-rated refund of the unused term rather than accept it. The date at the top always reflects the current version.
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Questions about these terms: get in touch.
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Last updated 20 August 2026.
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Last updated 20 August 2026. This policy forms part of the terms of service.
If a membership is your firm’s first purchase and it isn’t what you expected, tell us within fourteen days of the charge and we refund it in full. You do not have to justify it, and we will not try to talk you out of it. The refund reaches your card within five to ten business days, depending on your bank.
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Last updated 20 August 2026. This disclaimer forms part of the terms of service and applies to this site, the Workflow Atlas, the Workflow Mapper, every portal, and all training material.
Everything we publish describes how work moves through a practice — where a file goes, who checks it, which steps repeat, where a system could help. It is operational guidance.
It is not legal advice, not tax advice, not accounting or audit advice, not investment advice, not compliance advice, and not medical advice. It does not tell you what position to take, what to file, what to sign, what to advise a client, or how a rule applies to a set of facts. Those are professional judgments, and they belong to a qualified person who knows the matter.
Reading this material, buying a membership, mapping a workflow, or completing the training creates no attorney–client relationship, no accountant–client relationship, no fiduciary duty and no engagement of any kind. Nothing you send through this site is privileged or confidential in the professional sense. If you need advice, retain someone to give it to you.
Your bar, your board, your regulator, your insurer and your clients hold you to your duties — competence, supervision, confidentiality, conflicts, record retention, client communication and the rest. Adopting a workflow from us does not transfer any of it. Where a duty and a workflow disagree, the duty wins, and we would rather you changed our workflow than bent your obligation.
Every process we publish names the seat that can stop it, and sets how far autonomy may go and no further. That is not decoration. Nothing built from this material should sign a filing, take a tax position, move money, issue an opinion, or send work to a regulator, a court or a counterparty without a qualified human deciding. The register of what our systems refuse to do grows; it never shrinks.
Where we cite results — from published case studies or from practitioners — they are labelled as what they are: reported by the people who ran them, not measured by us, and not a forecast for your firm. Our own claims are always a delta against a baseline recorded at the start of the work, shown to the client who owns it. We publish no statistic we cannot source.
Parts of the method sit on published work by other people — among them Hofmann and Kruhse-Lehtonen’s writing on the agent-centric enterprise in the Harvard Data Science Review. Where we teach someone else’s framework we say whose it is. The credibility is in running a published standard well, not in claiming to have invented one.
We keep this material current and correct it when we find it wrong. Practice rules change, technology changes faster, and something here will eventually be out of date before we notice. Check anything you are about to rely on.