A UK-based strategic venture designer and transformation consultant — 30+ years in design-led product and service innovation, transformation programme leadership, and go-to-market strategy — signed up for an Audity trial with a live prospect already on deck. The prospect was a non-profit in the middle of a classic transformation challenge: consolidating multiple operational spreadsheets into a single annual reporting workflow. The consultant had almost no time to prepare.
He uploaded a discovery-call transcript and two prior annual reports. Audity returned 18 ranked, evidence-anchored recommendations. He picked one, scoped it to fit the client's procurement policy, and closed it inside the non-competed supplier threshold. The other 17 recommendations stayed in play as pre-scoped competitive bids he was now positioned to win.
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Consultant Profile
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The Live Prospect
This was not a sandbox run. It was a live opportunity he had to scope quickly, in front of a client who would judge the output on its merits.
He dropped the discovery-call transcript and both prior annual reports into Audity's document intake.
Audity produced a prioritized list of 18 recommendations, each anchored to direct quotes and figures pulled from the uploaded documents — including numbers buried inside chart visualizations, not just plain text. Every recommendation came with timelines and strategic rationale attached.
"It was looking at the conversation we had, going into the annual report, pulling out figures — whether they were in charts or whatever — and talking about how we could improve this figure from there to there. It knew the things they wanted to decrease."
— Consultant, in-session walkthrough
The traceable evidence was the unlock. He disclosed the AI assistance to the prospect directly. The output held up because the proof was inside the client's own report.
The prospect's procurement policy capped any single non-competed supplier at a fixed threshold per year. Above that, competitive bidding was mandatory.
Rather than pitch a larger engagement and lose on procurement grounds, he used the cap as the on-ramp. He picked the recommendation from the list of 18 that fit inside the non-competed ceiling and scoped his proposal around it.