Most people who can code have never run a plant. Most people who have run a plant can’t code.
That gap is the whole reason this company exists.
Thirty years in industrial manufacturing, food processing, machining, fabrication and agriculture. Started sweeping floors at sixteen. Became COO of a fifty million dollar manufacturer. Owned or held equity in operations across all of those industries, and took them from startup to exit and from acquisition to exit.
So when you describe your operation, you are not explaining it to a developer. You are talking to someone who has run the floor, built the schedule, chased the late order, sat through the safety meeting, and lived with the consequences of a system that was wrong.
One more thing, and it is not client work. I have type 1 diabetes, and I counted carbohydrates by eye three times a day for years. So I built an app that reads a photograph of the meal, works out the carbohydrates, and tracks what is already on board against live readings. Nobody else uses it. It is here because it is the reason I know what it takes to build something a person has to rely on every single day without thinking about it.
What that changes
No discovery phase spent teaching us your industry. You do not pay for us to learn what a work order is, why that machine is the constraint, or what happens when the shipper is short one part.
We find the process problem before we build software around it. Automating a broken process just makes it break faster. Half of what we do is fixing the flow first.
The system matches how the work actually happens. Not how the org chart says it happens, and not how the software vendor wishes it happened. Your people already have workarounds. We build around the reason those workarounds exist.
The short version
We understand your process, what triggers what, where the flow breaks, and why your people work around it. And we can build it.
Built so far
Different industries. Same shape.
Somebody was counting on paper, or in their head, and now they are not. Client names left out on purpose.
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Energy and resources · asset recovery
A yard full of equipment nobody had catalogued.
WasA buyer took over an acquired facility and inherited the contents. No list, no values, no idea what still ran or what it would cost to bring back.
NowPhotograph a machine on a walk round. It identifies itself, pulls the original vendor, checks whether it can be rebuilt or sourced used, and files it with a reliability rating and a downtime cost. Purchasing ends up with every part and where to get it, instead of a yard and a guess.
Started as one walk-round app. It is now the asset register, the parts sourcing and the purchasing decision for the whole site.
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Construction · flooring at building scale
Twenty floors, thirty units each, measured by hand.
WasSomebody counting square footage off drawings, guessing the waste factor, then chasing installers to find out what they actually used against what was booked.
NowUpload the drawings. It works out the area per unit, splits carpet, hardwood, floor tile, bathroom tile and backsplash, adds the waste factor, assigns installers and tracks booked against used all the way to job costing. Matching floor plans are grouped so the same crew repeats the same layout.
Started as a takeoff calculator. It became estimating, scheduling, crew assignment and job costing, because each one exposed the next.
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Processing and distribution · order to doorstep
Product, route, driver and invoice all in different places.
WasCustomers rang when they had already run out. Delivery, billing and stock never agreed with each other, and nobody could tell a customer where their order was without phoning the driver.
NowOne system carrying a single order from source through production, routing and the driver’s hand to the invoice. The customer has an app that tells them where it is and reorders before they run dry. The office and the driver are looking at the same screen.
Three apps that are really one system: the customer app, the internal app, and the driver app. Built one at a time, in that order.
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Warehouse and distribution · business to business
The back office runs itself.
WasEvery order, payment, onboarding pack and training email handled by a person, one at a time, in the order they happened to arrive.
NowThe order comes in and the system answers it, takes the payment, sends the onboarding and the training, and keeps the records. Ordering, email and the system that runs them are one thing, not three. The owner approves anything that sends money or leaves the building, and that approval can be switched off once he trusts it.
Started with the order form. Ended up running the sales side of a business to business operation end to end.
Pragma
Pragma is Greek. It means a thing done. A deed. Something carried through to the end.
Most automation work does not get carried through to the end. It ends as a document. A study, a roadmap, a recommendation, an invoice for the thinking. Somebody presents it, everybody nods, and the spreadsheet is still there in eighteen months.
That is the whole reason for the name. You do not get a report. You get a system running on your floor, with your people using it.
It is also why there is no reveal at the end. You see working pieces every week, because a thing done is the only thing worth paying for.