Each system below is in production today: some running inside businesses a Keystone partner operates, some live with our clients. Real data, real customers, real consequences. Each one is something we'd build for you next.
An Irish construction company we built for was running its commercial operation across spreadsheets and shared OneDrive folders, tender deadlines in one file, contracts in another, payment schedules in a third. Five workflows, five sources of truth, no single view of the business. As project volume grew, the gaps were costing hours every week and creating real risk: missed follow-ups, payment milestones nobody owned, no audit trail. We built them one platform that consolidates the full commercial lifecycle into a single staff-facing hub.
The hub covers the lifecycle end to end: pipeline management with an 11-stage tender workflow, contract management that extracts payment schedules from PDFs automatically, milestone-driven invoicing, and a project delivery workspace with budget tracking, subcontractor management and weekly progress reporting.
Security is enterprise-grade: role-based access control with route-level enforcement, CSRF protection on every form, contract PDFs validated by content before processing, an append-only audit log covering every state-changing action across the application, and nightly AES-256-GCM encrypted off-platform backups with a tested recovery procedure.
An Irish solicitor practice we built for was losing fee-earner time to the post-call write-up: extracting action items from client calls, logging next steps, assigning follow-ups, checking back through call notes to see what was agreed. We built a system that takes the call transcript and generates a structured action list automatically. The fee-earner reviews, edits if needed, assigns: no typing, no missed follow-ups, no re-listening to a call to check what was committed.
Every client call is captured, transcribed, and run through an action-extraction model. The output is a clean action list (what needs to happen, who should do it, by when) with each action carrying a transcript reference so anything ambiguous can be verified in a click.
The fee-earner walks out of a call and the action list is already waiting. The whole post-call workflow takes minutes instead of half an hour. Nothing gets lost because someone forgot to write it down.
A waste operation we run (30+ vehicles, multi-site, thousands of customers) was losing hours every week to manual processes that should have been automatic. Billing reconciliation. Customer queries. Missed-collection chasing. Route-by-route reporting. We built an operations hub with nine specialist agents sitting above the existing systems. Each agent does one job well. The hub coordinates them all.
The architecture is one core hub with agents bolted on top. Each agent specialises (billing, AR, customer service, reconciliation, reporting) but they all share the same data layer, the same connections to Salesforce, Xero, the route management platform, and the customer portal.
The compounding economics matter here: building agent number ten costs a fraction of building agent number one because the hub already exists. Same data, same plumbing, new use case.
Salesforce and Xero don't talk to each other natively. A monthly reconciliation against payments received, partial payments, RCT subcontractor treatment and credit notes used to absorb four days of senior accounting time every month. AR Guardian handles it automatically inside one of our operating businesses.
The agent reads payment data from Xero, matches it against open invoices in Salesforce, applies the right payment allocation chain (P → WOP → INVP), flags exceptions for human review, and writes the reconciliation back to both systems. Built and live.
The senior accountant's job changed. They went from doing the reconciliation to reviewing the reconciliation. Higher-leverage work, same time investment.
In a professional services business, work-in-progress sitting in a timesheet system isn't cash. It's only cash when it's invoiced, and the longer the lag between delivery and invoice, the more cash is locked up. We built an agent that closes that gap.
The agent pulls WIP data, applies the agreed billing rules (engagement letter terms, capped fees, contingencies), drafts the invoice, and routes it for partner approval before sending. Same agent works across multiple engagement types and billing arrangements.
The result: the lag between work being delivered and the invoice going out compresses from weeks to hours. Senior people stop doing admin and go back to client work.
The CEO inbox in a 30-person business is a part-time job. Two hundred messages a day, ninety-five percent of which don't need the founder's attention but ten percent of which absolutely do, and missing one of the ten is expensive. We built an agent that handles the first ninety-five percent and escalates the rest.
The agent reads incoming mail, classifies by priority, drafts replies to routine items (with the founder's voice and style, learned over time), and escalates only what genuinely needs the founder's attention. Suppliers, scheduling, routine internal requests, handled. Big customer escalations, board matters, deal flow, flagged.
The founder sees a triaged inbox, not a 200-message one. Hours back per week without losing visibility on anything that matters.
Balance sheet reconciliation at month-end used to absorb the better part of a week from a senior accountant in one of our businesses. Account tie-outs. Intercompany. FX. Audit-trail compilation. The agent runs all of it.
Same input data, same accounting standards, faster output. The agent does the reconciliation; the senior accountant reviews it. The reviewing role is more valuable (it's where judgement actually adds value) and it takes a fraction of the time the doing role used to take.
Close happens days earlier. Management accounts go out days earlier. Decisions get made on month-old data instead of two-month-old data. The cascade effect is significant.
The case studies above span construction, legal practice, waste operations, finance and founder productivity. Some are running inside businesses we operate; others are live with our clients. The patterns repeat. If you have revenue, costs, and operations, the same playbook applies. Twenty minutes on the phone is enough to know whether we can help.
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