Every line you built is one of a kind, and its history is in service notes
How do we see what we actually built and changed on each machine we sold, across every country we serve?
Figures and rules on this page apply to
European Union
Working somewhere else? The shape of the problem usually travels. The deadlines do not.
What this looks like
A customer calls about a line installed eight years ago. The drawings show what was sold. Three retrofits and a dozen part swaps happened since. The engineer who did them has left. Someone spends a morning in old reports before quoting a spare part.
The numbers
Every figure here is someone else’s. Check them.
- 62.2M tfresh vegetables harvested in the EU in 2024, up 6% on 2023
- 24.3M tfruit harvested in the EU in 2024
- 3.0Mfull-time farm workers' worth of labour lost across the EU between 2010 and 2025
- 29.1%fall in EU farm labour input from 2010 to 2025
Why it happens
It is not a people problem.
Each line is designed for one site and one crop, so no two are the same. After handover, every change is logged in a service report written by whoever did the work. The ERP knows what was invoiced. It does not know what is bolted to the frame today.
Why your current software has not fixed it
Because it was never built to.
Service software records visits and hours. It stores the engineer's write-up as text and never reads it. Product data tools describe the design as sold, not as changed. So the true state of each machine exists only in reports nobody has time to reread.
Intelligence, plumbed in
A service engineer's note saying 'swapped the outfeed motor, see photo' is a record. It can be read and filed against the right machine.
We build the layer that reads every report and file for each line, then answers service and sales questions from it. Underneath it: a connector, one agreed meaning per field, and a test set scored on your own records.
How we make AI survive real data-
Connectors -
A semantic layer -
Evals you can check
However hard, whatever it is
Packing lines are one example. Bring the equipment you build to order.
We wrote this about produce equipment because farm labour data makes the demand clear. The same gap exists for any maker that services what it sold.
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01 We sit with you
Days where the work happens, not a workshop in a meeting room. We watch the job get done and write down the shortcuts nobody wrote down.
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02 We read everything
Your data, your rules, your vendors and their documentation, and the published research on your sector. We report what is actually in there.
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03 We break it to first principles
Not which tool fixes this. What is actually causing it, taken apart until we reach the piece that cannot be divided further.
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04 Then we build
Weeks, not quarters. By this point we are not guessing what to build, and guessing is the thing that makes projects long.
What we build
Specific enough to argue with.
Four mechanisms, not four features. Each one is a thing that happens on its own, every day, whether or not anyone remembers to run it.
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Service reports, commissioning files and change notes read and joined into one history per installed line.
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Spare-part quotes checked against what is on the machine now, not what the original drawing shows.
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Repeated faults across lines of the same build grouped, so design teams see them before customers complain.
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Retrofit and upgrade leads drawn from the installed base, ranked by age and change history.
How you would know it worked
Numbers in your own reporting, not ours.
- Hours from a customer call to a correct spare-part quote.
- Share of service visits where the engineer arrives with the right part the first time.
- Retrofit revenue from lines already in the field.
Straight answers
Where a model is involved, it is scored against your own records first. Accuracy per source, not one flattering average.
The questions this raises
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We already have a service management system.
Keep it. It schedules visits well. This reads what engineers write in it, which the system stores but does not use.
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Our older lines were documented on paper.
Scanned reports and drawings can be read too. Older lines usually gain the most, because nobody remembers them.
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How soon would service see a difference?
Usually within weeks for the lines with the most calls. The history fills in as more reports are read.
Where the figures come from
We did not make these up, and you should not take our word for them.
Also in manufacturing
Productivity fell in fourteen of the twenty manufacturing groups measured
Federal figures show labour productivity declining across most manufacturing industry groups. Machine data is abundant. The work between machines is not recorded at all.
ProblemEvery plant you add keeps its own production record
Contract device makers grow by buying plants. Each one arrives with its own travellers, lot numbering and record format, and the auditor still expects one traceable story.
ProblemEvery hotel project arrives as a different drawing set
Contract furniture makers win hotel and retail projects on bespoke work. Each brief arrives as someone else's drawings, schedules and specs, and quoting waits for a person to read them all.
ProblemEach shop in the group quotes alone, from its own past jobs
Groups of contract manufacturers grow by buying local shops. Each shop still quotes from its own records, so the group never sees what it already knows.
ProblemThe shop you just bought can make parts your estimators never quote
Precision machining groups grow by buying shops. Each shop arrives with its own machines, job history and quoting habits, and requests still land wherever the customer first sent them.
ProblemOne heat network, two pipe ranges, and every bid costed by hand
Pipe makers now sell complete heat-network systems. Each bid still means reading someone else's network plans and costing every run by hand, often in two separate catalogues.
Somebody noticed first, and nothing consumed it
The earliest warning is a note in a box nothing reads.
A driver, a fitter, an engineer or an adviser saw it coming and wrote it down. It went into free text. Free text does not trigger anything, does not add up, and never tells you that four people reported the same thing this week.
- ConstructionBuilding productivity rose. Highways and bridges went backwards
- EducationEnrolment is up this year. The intake pool peaked last year
- Energy & utilitiesMajor events now cost more outage hours than every ordinary year combined
- StaffingFive million people hired and five million separated in the same month
- Transport & fleetMore than a third of crashed trucks already had out-of-service defects
Different work, same box nobody reads. Whatever your people notice first, it is being written down somewhere already.Tell us what yours write down.
Your installed base is your best sales list, and it is written in service notes.
We build the layer that reads every report and file for each line, then answers service and sales questions from it.
See everything we build-
Software -
Hardware -
Ways of working -
Whole ventures
Is this happening to you? Tell us the size of it.
Twenty minutes. We will tell you honestly whether the numbers justify doing anything about it.