AI consulting and implementation for relationship businesses.

We use evidence of how your business operates to identify where AI will matter, then lead the work into production within your security and governance requirements.

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AI has produced more insight and less clarity.

AI is spreading across the business, and every team is producing its own version of the truth. Teams launch pilots and point tools wherever they can. Agents generate output. Dashboards surface signals. Each may be useful on its own. Together, they leave leadership without one objective view of what is happening, what is causing it, and what matters most.

The hard part is turning scattered evidence into a focused decision. Solid brings the language data spread across your business into one governed view of what is happening and why. We use that view to decide what should happen first, then lead the work into production against the outcomes leadership owns.

We turn what the business is saying into what leadership does next.

Solid gives leadership one objective view of the business, then acts on the parts that matter.

  • INTELLIGENCE

    Read the business as a whole

    We analyze what customers are saying across accounts, what teams are saying back, and how those conversations connect to products, operations, relationships, and revenue.

  • DECISIONS

    Put insight where decisions happen

    We determine what needs to surface, who needs to see it, when it matters, and what action should follow to advance the outcomes leadership owns.

  • EXECUTION

    Put it into production

    We build the agents and workflows those decisions require, or direct your team’s build, so the work becomes how the business runs, not another report.

  • TRUST

    Make AI governable from the start

    We set the permissions, guardrails, evaluation, and traceability your IT and risk teams require, so the work can be approved and keep moving.

    How we handle your data

A snapshot of our work

What the business is losing. What it is learning. What it is leaving unused.

We turn the largest body of data your business creates, its language data, into one analysis where every finding traces back to its source. It shows leadership where the work needs to happen, without an archaeology project for every team. Here is what that looks like.

Losing

EVIDENCE · STALLED MID-TO-LATE-STAGE DEALS

  • CALL · ACCT-2210 · AUG 14“Honestly there’s no rush on our side. We’ll revisit after Q1.”
  • DEAL NOTE · ACCT-3187 · AUG 22Champion likes it. No budget owner identified yet.
  • EMAIL · ACCT-1954 · SEP 03“Can we push the decision to next fiscal? Priorities shifted.”
  • CALL · ACCT-4471 · SEP 09“What’s the cost of waiting? I’m not sure we know.”
  • DEAL NOTE · ACCT-2788 · SEP 17Moved to Commit. Pain not quantified. Next step TBD.
  • EMAIL · ACCT-3302 · SEP 24“It feels similar to the tools we already have.”
PATTERNNo quantified pain and no reason to act now.
RULED OUTCoverage gap: only 7% of stalled deals are single-threaded.

$38M

$38M in mid-to-late-stage pipeline stalled in Q3, representing 31% of the forecast.

Coverage is not the constraint. Only 7% of stalled deals lack multithreading. Deals are advancing without the forensic discovery that exposes material pain, quantifies its impact, and gives buyers a reason to act now.

FIRST MOVE

Make documented pain, quantified impact, and urgency hard exit criteria before any deal reaches a forecast stage.

OWNER
CRO→ Enablement→ RevOps

Learning

EVIDENCE · STRATEGIC ACCOUNTS · HEALTH SCORE SHOWN

  • TICKET · ACCT-0812 · JUL 28HEALTHY“Third time this export has failed before our board pack.”
  • QBR NOTE · ACCT-1167 · AUG 06HEALTHYVP Ops declined the QBR. Sent a coordinator instead.
  • EMAIL · ACCT-0812 · AUG 19HEALTHY“Our AM is great, but every call is a support ticket now.”
  • CALL · ACCT-2045 · SEP 02HEALTHY“We haven’t talked strategy with you in two quarters.”
  • TICKET · ACCT-1433 · SEP 11HEALTHYEscalating again. Same sync issue as June.
  • EMAIL · ACCT-2045 · SEP 26HEALTHY“Our CFO is asking what we actually get from this.”
PATTERNEvery account reads healthy. Sponsors are disengaging and escalations repeat.
RULED OUTLow adoption: usage is steady across all 41 accounts.

$108.2M

41 strategic accounts marked healthy, representing $108.2M in ARR renewing within two quarters, show falling sponsor engagement and recurring product friction over the last 90 days.

The score is accurate about usage and blind to the relationship. Account managers are absorbing tier-one support, turning customer conversations tactical while executive sponsors disengage. Repeated product escalations are eroding confidence outside the score.

FIRST MOVE

Review all 41 accounts at the executive level, remove tier-one support from account management, and make sponsor engagement a hard input to account health.

OWNER
CCO→ Support→ Product

Leaving unused

EVIDENCE · SALES, SUPPORT, AND ACCOUNT MANAGEMENT

  • SALES · ACCT-3390 · AUG 08“We’d buy today if ORX automation were an add-on.”
  • SUPPORT · ACCT-0645 · JUL 30Customer built a spreadsheet to reconcile ORX orders by hand.
  • ACCOUNT MGMT · ACCT-0918 · AUG 13“Renewal depends on automating the ORX workflow.”
  • SUPPORT · ACCT-2251 · AUG 27Workaround: exporting ORX records nightly into their ERP.
  • SALES · ACCT-1702 · SEP 15Asked again whether ORX orders can auto-reconcile.
  • ACCOUNT MGMT · ACCT-1580 · SEP 21“Expansion is on hold until ORX is handled natively.”

DIFFERENT WORDS, ONE NEED

ORX workflow automation · 32 accounts · 842 conversations
ROADMAPP2 → P1

$34.6M

32 accounts, representing $34.6M in ARR, asked for ORX workflow automation across 842 conversations in the last two quarters.

These are not isolated feature requests. The same need shows up as workarounds, renewal conditions, and expansion asks across sales, support, and account management. Each team saw a few accounts. No one saw all 32, so it never reached product as one pattern and remains a P2.

FIRST MOVE

Move it to P1, then validate the scope, pricing, and delivery model of a paid offer with the 32 accounts before the next planning cycle.

OWNER
CPO→ Product Marketing→ Sales

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