The tool is never the hard part. Getting people to use it is.
We build the automations and ship the products ourselves. n8n, agents and skills, internal tools deployed straight from Claude and Cursor. Then we work on the half most AI work skips, which use case is worth doing at all, in what order, and how a team actually changes the way it works.
Built on what your team already runs.
Top row, the tools you already use. Bottom row, what we build with. What we use and why
Almost everyone working in AI is standing on one side of a gap.
People who can build
They ship impressive demos. They have never had to walk into a company where four teams disagree, the data is a mess, and the person who has to use the thing is already behind on their week. The demo works. Nothing changes.
People who can advise
They understand organisations and they can talk about strategy for an hour. They have never built the workflow themselves, so their advice stops exactly where the real problems start, and they cannot tell you what is actually possible this quarter.
On both sides at once. The same team that works out who has to say yes also builds the workflow. Automations in n8n. Agents and skills that take real work off people's plates. Internal tools and websites, developed and deployed in house.
The building turned out to be the easy half. The hard half is still people, sequencing, and knowing which problem is worth solving.
Four things companies bring us in for.
Usually they start as one of these and turn into two of them by week three, because the tool problem and the people problem are never actually separate.
Strategic consultation
Which problems are worth solving with AI at all, in what order, and what to deliberately not do this year. Most of the value here is subtraction.
Digital transformation
Moving a real process from manual to automated without the team quietly going back to the spreadsheet. The plan, the build, and the handover.
Organisational consulting
Structure, ownership and how decisions actually get made. Who has to say yes, who will be blamed if it fails, and what that means for how you sequence the work.
AI implementation
The actual building. Automations, agents, skills and internal tools, made by us rather than specified for someone else to make.
From a messy week to something your team uses.
Tell us what is stuck
Two minutes. Your company, your team, and the one process that is eating the week.
We do our homework
We look at your company and the use case before we talk, so the first call is not spent on background.
We talk
If it is not something we can help with, we will say so and point you somewhere better.
Build and hand over
The plan, the build, and the handover. Done so the team does not quietly go back to the old way.
Monthly, no lock in, pause or cancel anytime.
What changes between tiers is how many things we work on at once and how fast they come back.
Focus
One thing at a time, done properly.
$500/mo
- 1 active workstream
- Unlimited requests in the queue
- 1 person submitting
- Call every two weeks
- 7 day typical turnaround
- Pause or cancel anytime
Systems
Two workstreams, whole team submitting.
$1,200/mo
- 2 active workstreams
- Unlimited requests in the queue
- Anyone on the team can submit
- Weekly call
- 4 day typical turnaround
- Quarterly review of what shipped
Embedded
Part of the team, with specialists.
$4,000/mo
- 3 active workstreams
- Unlimited requests in the queue
- Anyone on the team can submit
- Weekly call plus a shared Slack channel
- 2 day typical turnaround
- Specialists brought in when needed
These numbers are indicative. They show the shape of how we like to work, monthly and without a lock in, rather than a live price list. Real scope changes real numbers, so start a conversation and we will land on something honest.
A small team that builds.
Lapin Group is a team of specialists across strategy, operations, engineering and go to market. Some of us come from building partner ecosystems and sales organisations, some from software and data.
Each engagement gets the people it actually needs, rather than whoever happens to be free. What we have in common is that we build the thing ourselves, and we have sat in enough rooms to know why most good ideas die in the second meeting rather than the first.
Tell us what is stuck.
A sentence is enough to start. If it is not something we can help with, we will say so and point you somewhere better.
Start here →