A program designed around the routines your team already runs, for a private cohort. The goal isn’t to deliver content: it’s for the team to build automations, put them into production and keep them running without depending on a vendor.
Everything the cohort builds keeps running in the operation. It’s not a course exercise.
Illustrative example
There’s no fixed curriculum applied the same way at every company. The design comes from what your team does today, the tools it already has and what the operation needs it to handle on its own.
An online meeting to map who’s on the team, what routines they run, which systems they use and where the operation struggles most. We also look at what has already been tried: an attempt that didn’t take off says a lot about a team.
You getA picture of the team and the operation.
We put the program together: which capabilities to develop, in what order and on which real processes. The pace follows what the operation can handle; forcing intensive training on a team that’s already stretched thin only leads to dropouts.
You getYour cohort’s program.
It runs only with people from your company, on processes chosen together. What the team builds isn’t a throwaway exercise: it stays running in the operation.
You getThe team’s automations in production.
What matters is what the team can do the following Monday. These are the capabilities the program aims for; the weight of each one depends on the design.
Telling a process that pays off from one that only looks like it does, before building anything. It’s the capability that prevents the most expensive mistake: automating the wrong process well.
Going from design to something that actually runs, with error handling and a record of what happened. This is where the difference lies between a demo automation and one that holds up day to day.
Every automation breaks at some point: a system changes, a field disappears, volume doubles. Autonomy means the team figuring out what happened and fixing it without calling in anyone from outside.
Mentoring is an investment of the team’s time, the scarcest resource in most operations. It’s worth knowing in advance whether your case is one where it pays off.
“The team came out of the mentoring automating processes in-house. Today we no longer depend on outside help for n8n.”
When nobody knows where to start, Discovery maps, prioritizes and delivers the plan with a proposal.
See DiscoveryWith a defined process and a short deadline, implementation starts right away, with a fixed proposal.
See process automationA high volume of customer conversations is best handled by an agent answering with context, 24 hours a day.
See AI agentsBecause a team trained on generic examples goes back to work and can’t apply what it learned. What changes the outcome is using the routines, systems and data the team already works with: the exercise becomes real work, and what comes out of it stays in production.
People who know the process from the inside and have an appetite for getting hands-on with tools: operations analysts, data people, IT staff who already support the department. You don’t need to be a developer. It’s much easier to teach automation to someone who knows the process inside out than the other way around.
It does, with a different focus: the program targets what can be built and maintained without code, and the line where technical support is needed is made explicit from the start. We don’t promise that any team can take on any automation.
By what the team keeps running on its own afterward. The practical test is the team building a new automation from scratch, putting it into production and fixing it when it breaks, without calling us. Until that happens, the program isn’t over.
Yes, it’s always private. That’s what lets us work with real processes, data and systems, things no one discusses in a room full of competitors. It also avoids the problem with open classes, where half the content doesn’t apply to the participants’ context.
That’s exactly the goal. The wrap-up is planned from the start: documentation written by the team itself and automations running in production, maintained by them. What usually continues is a channel for occasional questions and for reviewing bigger decisions.
Start with the scoping call. That’s where the program design comes from, and it’s where we tell you whether training your team is really the best path for where you are right now.
