We help Northwest Ohio's mid-market companies close that gap, with governance, measurement, and senior counsel. The advisory function you need but cannot justify hiring full time.
Sources: MarketScale mid-market manufacturing survey, 2026; MIT, The GenAI Divide, 2025.
Most companies we meet have already bought the tools. Someone in accounting drafts letters with them. A manager summarizes reports. A few experiments ran and quietly stopped.
What is missing is not capability. It is a named owner, a written policy, a way to decide what matters, and any measurement of whether it worked. Without those, effort scatters and nothing compounds.
This is why AI initiatives stall at companies that are otherwise well run. The failure is structural, not technical, and it is entirely fixable.
There is a second pressure arriving quietly. Large customers and regulators are beginning to require AI governance from their suppliers, through contract language and vendor questionnaires. Most mid-market companies could not answer one today.
We are conducting the region's first structured study of how mid-market companies actually use artificial intelligence. Not what they intend to do. What is genuinely in production, what stalled, and why.
Findings are published openly. Participating companies receive a confidential scorecard benchmarking them against regional peers before publication.
Our assessment framework. Five dimensions, scored and weighted, placing a company on a five stage scale and against its regional peers.
Most companies score at stage two and believe they are further along.
We begin with assessment. We do not propose a plan before we understand the business, and we will tell you plainly if you do not need us.
Executive interviews, a review of systems and existing policy, and rigorous scoring against the Index. Delivered as a presented findings session: your score, your peer benchmark, a risk register, and a prioritized twelve month roadmap.
We own the roadmap alongside your leadership. Governance and policy, oversight of initiatives, executive counsel between meetings, and quarterly reporting your board can read.
A structured programme building genuine fluency across your team, grounded in the four practices of delegation, description, discernment, and diligence.
Typically between fifty and five hundred employees, often supplying or regulated by organisations considerably larger than themselves. Owner led or closely held, with real operating complexity and no internal capacity for this work.
We do not serve enterprises with established internal technology functions, and we are not the right firm for a company that simply wants software installed. We are glad to refer those elsewhere.
We take on a small number of engagements at a time. If you would like to discuss your situation, or to be considered for the regional study, write or call directly.