Real problems. AI systems designed to solve them.

A call comes in while reception is busy elsewhere.

An arrival, an availability enquiry, a change of dates. Phone calls compete for attention with everything happening at the desk. Every conversation means looking up information, collecting details and recording a transaction in the hotel's system.

The conversation, connected to the operation.

The system answers the call, identifies the reason and consults the hotel's authorised information. For a booking, it collects dates and occupancy, checks availability and conditions in the PMS, and presents the options returned by the system.

If the integration supports completing the transaction and the hotel's rules are met, it records the booking and communicates confirmation. If payment, an exception or a reception decision is required, it prepares the request for follow-up.

A booking is confirmed when it is recorded in the PMS.

Before communicating confirmation, the system verifies that the booking has been recorded. If the PMS does not respond, there is a discrepancy or the transaction is incomplete, it explains that the request is pending and hands it over.

Reception receives the reason for the call, the details collected and the exact point where it needs to intervene.

Every change means revisiting the plan.

Planning production means aligning orders, delivery dates, materials, machines, shifts and manufacturing times. When an urgent order arrives, a material is missing or a machine stops, the team has to reassess what it can produce, in what order and with what consequences.

Accommodating an urgent order also means knowing which other orders would move and whether an alternative can meet the promised delivery dates.

Compare alternatives before committing production.

The system collects orders and availability data. It checks that the information is complete and current, and uses a planning engine to apply manufacturing constraints and prepare alternatives: what to produce, when and with which resources.

The planner compares projected deliveries, resource loads and changeovers. They can adjust priorities and approve a proposal before releasing it to operations.

Replan with a clear view of what changes and who is affected.

When an incident occurs, the system proposes a revised plan and shows what changes from the previous version. The responsible person reviews the affected orders and decides which changes to authorise.

If materials, capacity or deadlines prevent all commitments from being met, the system identifies the conflict. If reliable data is missing, it requests a review. Mandatory constraints are respected; any change to priorities or commitments requires the planner's decision.

Every new proposal means rebuilding part of the last one.

Knowledge is scattered across proposals, methodology documents, profiles and rate sheets. Preparing a proposal means finding valid material, adapting it and checking that scope, effort and price still align.

A proposal starts with what we know about the assignment.

The system structures the brief and identifies missing information. It retrieves authorised material from previous work, selects relevant profiles and checks current rates.

With that context, it prepares a proposal covering scope, deliverables, phases, cost estimates, assumptions and exclusions. Calculations follow the firm's rules and remain available for review.

Reusing knowledge means preserving its boundaries.

The system distinguishes reusable material from information restricted to each client. It flags missing data, outdated references and decisions requiring validation.

If team availability is not connected and up to date, it remains unconfirmed. The responsible person reviews capacity, price, margin and terms before sending.