01
The CEO's cockpit
The business emits events, and the cockpit writes itself. Real-time telemetry on your operations, built for how your board measures success, not how a software vendor defines it.
NUVAI · ADVISORY AND BUILD FOR AI DEPLOYMENT
Your counsel bills the hundredth contract at the same rate as the first.
We take a board-level decision and return a working system inside weeks: in your stack, on your data, owned by your team when we leave. Built for scalers and portfolio companies, we align our economics with yours: paid on what it produces, not on how long it takes.
Fixed price. Five working days. Your number on paper before anything changes.
THE MODEL
Two layers by design
The senior layer
Small, referral-only, deliberately unbranded. It holds the board relationship and decides what gets built. Close enough to the P&L to know which problems are worth solving.
The delivery layer
No handoffs
Value dies at the handoff between strategy firms and systems integrators. With NUVAI's Forward Deployed Engineers (FDEs), the people who diagnose are the people who build.
Embedded delivery
FDEs build inside your own stack and against your systems of record.
Speed and accountability
FDEs ship production systems in weeks, bridging the mandate layer and the delivery layer.
The cockpit measurement
FDEs ensure the work emits events, so dashboards write themselves. That is a cockpit; a dashboard somebody assembles by hand is a report.
The scaled firms are famous at the top and anonymous at the bottom. NUVAI is the inverse.
THE FIVE INVOICES
Every invoice you pay for knowledge work is now a build decision.
Four cost lines and one hiring plan stopped being fixed
Each entry names what replaces it, and what survives. A claim with a named limit is believed; a claim without one is discounted entirely.
TODAY
An hourly rate for reading documents that resemble the last hundred. And a second hire in the function when volume grows.
WHAT REPLACES IT
Extraction, first-pass review and drafting against your own precedent, applied to every document rather than the fraction that justified leaving the building.
WHAT SURVIVES
Novel structure. Adversarial work. Anything where a signature carries liability. Judgement was always the product; the reading was overhead.
Your firm's economics assume you keep sending them the easy work.
TODAY
Senior rates for analysis, benchmarking, process documentation and the slides that carry them.
WHAT REPLACES IT
The same analysis, run continuously against your own data instead of once per engagement against a sample of it.
WHAT SURVIVES
Contested judgement. Genuine independence: the recommendation somebody outside the building has to own, and the ones too political for anyone inside it to say out loud.
The leverage model needs the base of the pyramid to stay expensive.
TODAY
A retainer for output: the site, the campaigns, the content, the design system. The output arrives; the engine stays with them.
WHAT REPLACES IT
The engine, in-house. Content operations, campaign generation, the site itself.
WHAT SURVIVES
Original creative direction. Brand judgement. Taste does not automate, and the companies that pretend otherwise produce output nobody remembers.
Three languages, its own design system, its own backend. This site was built in-house, without an agency, in days. Proof: you are reading it.
NUVAI'S OWNTODAY
A long tail of single-purpose tools, each priced per seat per month, each covering one workflow.
WHAT REPLACES IT
Applications composed in days against the systems you already run, and retired without ceremony when the need ends.
WHAT SURVIVES
Systems of record. Nobody rebuilds the ledger, the ERP or the CRM, and nobody should. They hold your data and they are permanent; tools act on the data and are replaceable.
Most of the subscription line is one workflow each, priced as though it were a platform.
TODAY
Growth as a hiring plan. Throughput per person held flat; the org chart absorbs the volume.
THE PROBLEM
The plan is not actually available. The market cannot supply those people on that timetable, and coordination cost rises faster than headcount does.
SO
The real alternative is not the same growth, more expensively. It is less growth.
WHAT SURVIVES
Coordination, culture, and the judgement roles.
The headcount path isn't the expensive option. It's the closed one.
The fifth is different in kind. It survives a reader who disbelieves every efficiency number on this page. It only requires the admission that you cannot hire your way to the target. Most boards already know they can't.
STRATEGIC ASSETS
From rented cost to owned IP: the new asset class
Until recently, advanced market intelligence and custom telemetry meant buying off-the-shelf SaaS: generic tools that forced you to adapt to their workflows. Generative AI and rapid composition invert that. The applications below are not subscriptions you rent. They are bespoke strategic assets, composed in days entirely around your own context, and they turn a former cost centre into intellectual property you own.
02
The M&A and competitive monitor
Continuous, agentic tracking of market signals. Systems that identify acquisition targets and monitor competitive shifts, running without pause against your own investment criteria.
03
Demand detection engines
Go-to-market systems that read press releases, hiring patterns and market signals to map net-new demand before your competitors see it, against your ideal customer profile rather than a generic one.
04
Always-on market research
Research agents running continuously in the background. Stop buying generalised industry reports; own the engine that researches exactly what your board needs to know, every day.
The limit, stated: none of these is a system of record. They read from the ledger, the ERP and the CRM; they never become the place your data lives. Anything composed here that turns business-critical is rebuilt on a supported tier or replaced by a bought product. The graduation rule applies from day one.
No strategy house. No staffing. No agency retainer. No software vendor.
Those four sell reports, hours, presence and licences. We sell working systems.
And yes: if knowledge work with an invoice attached is contestable, ours is too. It should be. The difference is what you hold when it ends: a working system, a registry of what was built and who owns it, and a team that can run it without us. Where the structure allows, part of the fee sits on the outcome, so the incentive to finish is ours as well as yours.
We are the last invoice of this kind you buy for that workflow
THE EVIDENCE
The market, in four numbers
67%
of external AI builds reach production, versus 33% built internally alone
Source: MIT NANDA, The GenAI Divide · Jul 2025
FACTThe ratio is the defensible part; the sample is contested.
7%
of leaders can report established AI ROI
Source: KPMG AI Pulse, n = 2,145 · Jun 2026
FACT×2.2
the incumbents' AI bookings run 2.2 times recognised revenue: sold, not yet shipped
Source: Accenture Q4 FY25 earnings · Sep 2025
FACT8.6×
mid-market EV/EBITDA. Exits deferred, value-creation pressure high
Source: Argos Index · Q1 2026
FACTEvery figure on this page carries its source, its date and its confidence. That is not decoration. It is the standard your own numbers will be held to.
RUN YOUR NUMBERS
The build-decision map
No promised multiple. No borrowed benchmark. Your invoices, your split, your map, computed here and stored nowhere until you choose to send it to yourself.
Contestable this year: €0 of €0.
Counsel
50%
Contestable
€0
Leave it. Below this threshold the work does not pay for itself. We would decline it too.
Consultants
50%
Contestable
€0
Leave it. Below this threshold the work does not pay for itself. We would decline it too.
The agency
50%
Contestable
€0
Leave it. Below this threshold the work does not pay for itself. We would decline it too.
The subscription line
50%
Contestable
€0
Leave it. Below this threshold the work does not pay for itself. We would decline it too.
The 4× rule is NUVAI's own qualification threshold: the annual line under contest must be at least four times the product price, or the value claim is decoration.
NUVAI'S OWNFOUR WAYS IN
The moment this becomes urgent depends on where you sit
THE TRIGGER
The growth target survived the board meeting. The hiring plan behind it did not survive contact with the market.
Throughput per person is the growth plan now.
THE OBJECTION
«We're hiring an AI lead.»
Six months to find, six months to onboard, and one person cannot carry five invoices. Deploy first; the first cycle sharpens the vacancy into a profile you can actually hire.
THE WAY IN
The Baseline on the workflow that gates growth. Five days, €9,500, the number on paper.
THE STACK
Three layers run your business. A fourth one compresses them.
In 2010 Gartner named three pace layers — record, differentiation, innovation. Every CIO knows them. They were designed for a world where humans set the pace. There is a fourth layer now. It doesn't sit beside the other three; it compresses time across all of them. That fourth layer is what we build.
The build layer got cheap. What you are buying is the selection of the right workflow, the integration into systems of record, and production accountability. Not the code.
GOVERNANCE
What keeps it from becoming the next mess
01
The graduation rule
Anything composed that becomes business-critical is rebuilt on a supported tier or replaced by a bought product. Composition is a speed advantage, not a permanent home.
02
The registry
Every composed application carries an owner, the data it touches and a classification, which doubles as the AI Act inventory. Compliance becomes a by-product of ordinary governance, not a parallel programme.
03
The failure mode, named
The moment a composed application holds data that exists nowhere else, it has quietly become a system of record. That is exactly how the fragile thing you are replacing got built.
Standardise the data, not the tools. Systems of record are permanent; tools are replaceable. Getting that distinction right is what lets you be ruthless above it.
THE COCKPIT
The baseline draws first
Most companies cannot prove their AI worked, because they could not measure the process before it either. So the work starts with a pencil: the current cycle, measured by hand, before any tooling exists. Everyone claims ROI afterwards; almost nobody writes the baseline down first, because the baseline is embarrassing and because it makes the claim falsifiable. Then the work emits events. Stage transitions become timestamps; cycle time is computed, not assembled.
A dashboard somebody assembles is a report. A dashboard the work writes itself is a cockpit.
THE OFFER
One way in, three ways to stay
No day rates. Nothing ships without a fixed price, a named deliverable and a defined exit.
The Baseline
€9,500 · five working days
One workflow. The current cycle measured by hand, a buy/build/compose verdict, and a one-page build decision naming the number the build must move. Credited in full against a sprint signed within 60 days.
Deployment sprint
€45,000 · four weeks
One workflow in production, inside your stack: the working system live, its registry entry, the ranked backlog, and the written baseline. 80% on start; the last 20% is due when it runs in production, not before.
Embedded deployment
monthly · from month two
A dedicated engineer inside your stack, weekly senior cadence, one sprint-equivalent of delivery per month from the ranked backlog. Three-month minimum, monthly thereafter, thirty days' notice. The notice period is the ownership promise made contractual.
Priced against the line under contest, never against the hours. That is why it is not listed here.
Outcome-linked
a fee layer, not a product
Where a written baseline exists and the work emits events: base fee below list, the balance on the measured first-year delta, capped. If the number does not move, you paid less than list. Never one hundred percent at risk. A practice that bets its cost base on your metric is not aligned, it is desperate.
Priced against the line under contest, never against the hours. That is why it is not listed here.
Practice partnership
funds and family offices
Portfolio-wide: install once, repeat across companies, one registry standard throughout. Every value instrument is tax-counsel-gated before signature.
Priced against the line under contest, never against the hours. That is why it is not listed here.
We decline more than we take
No engagement without a named invoice line, or a named hire that cannot be made.
The annual line under contest is at least four times the product price.
No baseline, no outcome fee. Ever.
No systems-of-record rebuilds. Composition lives above the record layer.
The counterparty signs the P&L: CEO, CFO, or CMO for the marketing engine. Innovation-department sponsorship is a disqualifier, not a lead.
Four criteria failed is a polite no. A practice visibly turning work away at €9,500 is the practice worth believing at €120,000.
The offer
The role most companies are missing.
Not a consultant, not a developer, not a data scientist. The operator sits between the business and the models — close enough to the P&L to know which problems are worth solving, close enough to the build to ship the fix the same week.
They translate pain into a working system, then hand it over. They sit in your operations review, not in a steering committee. They write the prompt, the schema and the deployment. And they know when an agent should decide, and when a human has to.
Twenty-five years of enterprise technology at Dell Technologies, Salesforce and in founder roles, with production AI shipped inside an operating company. The rest is referral-only. No client names appear on this site; discretion is the model, and it is also the point. renout.io
We are the last invoice of this kind you buy for that workflow
The working system, the registry, the team that runs it without us. That is what you hold when it ends.
Start with the BaselineStart with the Baseline
One workflow, five working days, €9,500, credited against a sprint. Tell us the line under contest or the hire you cannot make; we reply within two working days. If the answer is no, we say so and why.