Do you want to reduce manual reporting work, prepare proposals faster, or find out why your company’s figures disagree? Each task needs a different brief. When approaching a provider, it helps to describe the specific obstacle and the result you want from the engagement.
What is keeping you from making a decision?
In conversations about AI, Radek often finds that the basics still need clarification: how the company works, where its data lives, and what its applications allow. He thinks expectations shaped by social media demos can run ahead of a company’s actual capabilities. He would start by describing the work and checking the available inputs. That gives the team a workable brief.
Imagine sales and finance bringing two different revenue figures to a meeting. This is a hypothetical example. Before commissioning a new dashboard, find out why the numbers differ. The answer changes the brief:
- We do not know whether the data is correct. Trace both calculations to their sources. Check whether either is missing orders, counting them twice, or using older data.
- The calculations work, but they measure different things. Sales may track the value of accepted orders while finance tracks paid invoices. First agree on what the metric should mean with the people who use it to make decisions.
- The brief is clear, and we want to change how the work gets done. Then test one process to see whether the new approach produces a usable result.
These problems can overlap. They do not all call for buying the same tool. In Radek’s offering, they correspond to a data audit, a workshop, and an AI workflow sprint. For your own brief, the key is to name the obstacle before choosing a solution.
How Radek distinguishes the types of engagement
He would recommend an audit when a solution exists and you need to assess its quality, costs, or risks. It can also assess readiness for a next step. The findings should support a decision.
A workshop means working together on the company’s problem. The team and their partner sit at the same table, compare options, ask about exceptions, and find a better approach. Practical demonstrations can be part of it.
Training has a different main purpose: the team knows what it wants to improve and needs to learn how to do the work internally. The expected outcome is different. A workshop helps resolve a specific question together; training develops knowledge and skills for the team’s future work.
He would choose a small practical test when you need to see whether a new approach can complete a useful task from your company. It should use a process that is causing difficulty and let you assess both the output and how the work was done.
Follow the whole task in a small test
Once the brief is clear, you can test a different approach. Consider preparing background material for a sales meeting. AI produces a summary quickly. But the salesperson needs current information, accurate customer commitments, and something they have time to check before the meeting.
Follow the test through to acceptance. How much work went into the request, review, and corrections? Did the summary help the salesperson prepare? Generation speed answers only part of the question.
Choose routine and difficult tasks for the test and agree in advance who will assess the result. Before starting, write down:
- What question will the test answer, and which examples will it use?
- Who can judge whether the output is usable?
- What would make us continue, revise the process, or stop?
This is also the scope of the AI workflow sprint: one manual process and a small test to inform further investment. Finding that you need better inputs, a narrower task, or a simpler approach can be a useful result, too.
An assessment can end without a new project
The same openness applies to assessing data. Radek’s data audit explicitly does not require a follow-up implementation engagement. It may recommend changes or confirm that the current setup is sufficient. It also allows for the existing team or provider to implement the recommendations.
When choosing this kind of service, ask whether it could recommend buying nothing new. Check whether your team can use its findings and identify what to address first. An assessment should help you decide on an investment; its conclusion should not be predetermined.
Start with a short account of the situation
If you are facing such a decision, tell Radek what you need to decide, what is getting in the way, and what you have already tried. That helps establish whether to assess the data, agree on the brief with the team, or prepare a test.