# FueledBy — full content > FueledBy is a global transformation company. We build the systems ambitious > operators run their business on — applied AI and agents, OT and industrial > IoT, connected ERP, industry-specific platforms and platform engineering. Source: https://fueledby.net/ Sitemap: https://fueledby.net/sitemap.xml Site index: https://fueledby.net/sitemap/ --- # Applied AI & Agents > Applied AI and agents for enterprise. We build production LLM applications, RAG and retrieval, decision agents and the MLOps that keeps them safe at scale. Source: https://fueledby.net/artificial-intelligence/ Our AI work starts where the demo ends: getting models out of a notebook and into a workflow that customers, employees or regulators actually depend on. That means designing for evaluation, observability and the boring parts of operating an AI system — not just the moment a model gives a good answer. The pattern we keep seeing is this: building the first model is the easiest 20% of the engagement. Operating it through a year of distribution shift, prompt updates, model upgrades and regulatory scrutiny is the rest. We size programmes accordingly and we are honest with clients about where the cost sits. ## What we build ### Generative AI applications LLM-powered products for customer support, internal knowledge, contract review, claims, underwriting and content operations. We choose the model and the retrieval pattern that fits the data and the risk profile — not whatever was in the keynote last month. Most of these systems live or die on retrieval quality and on the evaluation suite that catches regressions before users see them. We pay disproportionate attention to both, and we resist the temptation to demo the model alone when the whole pipeline is what matters. ### AI agents Multi-step agents that take action against your systems — opening tickets, drafting responses, routing approvals, reconciling data. Built with explicit tool definitions, audit trails and human-in-the-loop where the stakes warrant it. We are practical about where agents earn their place. For routine multi-step work with clear tool contracts and recoverable failure modes, they pay back quickly. For ambiguous, high-stakes decisions we keep humans in the loop and the agent suggests rather than acts. ### Computer vision for the physical world Vision systems that classify, sort and grade materials in industrial settings — from material identification on conveyors and pick-lines, to defect detection on production runs, to robotic-arm sorting that adjusts dynamically to upstream conditions. Trained on real plant data, deployed at the edge, monitored centrally. The tricky parts are not the models. They are the camera placement, the lighting, the dataset that reflects real failure modes, and the retraining schedule when the upstream feed changes. We engineer for all of that as a first-class concern. ### Retrieval, search and grounding Hybrid retrieval (vector + lexical + structured), document chunking and re-ranking pipelines that consistently surface the right context. Source citations are non-negotiable — every answer must be traceable back to the documents that produced it. For regulated environments we go further: retrieval over signed source corpora, prompt-injection defences on retrieved content, and explicit caveats when the model is answering from out-of-scope material. ### Decision systems integrating market and operational data AI that combines real-time operational telemetry with external signal — commodity benchmarks, weather, demand forecasts — to make process decisions that hold up financially as well as technically. Used to tune feedstock mix, balance throughput against margin, and prioritise output streams against current pricing. Done well these systems quietly raise the margin floor of an operation. Done badly they make confident decisions on stale data. We invest heavily in data freshness, feature lineage and a clear separation between recommendation and autonomous action. ### Evals and guardrails Continuous evaluation suites, red-teaming, prompt-injection and PII defences. Production AI systems have a CI suite of their own — ours run on every model upgrade, every prompt change and every retrieval-index rebuild. We treat evals as product features, not as testing afterthoughts. They are versioned, owned by named engineers, and reviewed at the same cadence as the application code that depends on them. ### MLOps and inference Versioned prompts, model and dataset registries, drift detection and cost monitoring. We size and operate inference on the right substrate for the workload — managed APIs, hosted models, or self-managed GPU clusters — based on latency, sovereignty and unit economics. The fastest way to overspend on AI is to leave inference unmonitored. We instrument every call, attribute cost back to the feature that drove it, and set explicit budgets that engineers see in their dashboards. ### Responsible AI Policy review, model cards, bias and fairness testing, and the documentation regulators are starting to ask for. Most clients want a defensible position more than a flashy product, and that is what we deliver. We are familiar with the EU AI Act, NIST AI RMF, and the equivalent guidance emerging in the UK, US states and APAC. Compliance is real work, but it overlaps heavily with good engineering hygiene — and we build to that overlap. ## Where we ship - Financial services — claims, underwriting, contracts, complaints handling. - Healthcare and life sciences — clinical knowledge, prior-auth, trial document review. - Manufacturing and industrial — vision-based sorting, defect detection, plant operations co-pilots. - Energy and utilities — generation forecasting, asset health, market-aware dispatch. - Retail and consumer — search, merchandising, support automation. - Public sector — case management, citizen knowledge bases, eligibility assistance. Most engagements begin with a focused diagnostic — what the operating model needs, what the data supports, what the regulatory line is. The diagnostic takes weeks, not quarters, and the answer it produces is sometimes that the right move is not AI at all. That is part of the value. --- # OT & Industrial IoT > Operational technology, industrial IoT and Industry 4.0 — connecting plants, products and field operations to the systems that run the business. Source: https://fueledby.net/iot-strategy-services/ Operational technology is where the company actually makes money — production lines, refineries, processing plants, fleets, depots, substations, hospitals. Connecting that world to the IT systems running the rest of the business unlocks reliability, throughput and margin. It also exposes safety and security risks that need to be designed for, not bolted on. We work where the operating model and the engineering meet. That means we are as comfortable in a control room or on a plant floor as we are in a cloud architecture review. The decisions that determine whether a programme succeeds are almost always made at that intersection. ## What we work on ### OT / IT convergence A clear architecture for where the plant network ends and the enterprise network begins, with the data flows, identity model and segmentation that keep the two operable but isolated. We build to recognised reference models (Purdue, ISA/IEC 62443) so the audit conversation is straightforward. Convergence is not a one-off cutover. It is a sustained change to how engineering and IT teams operate together — change control, on-call, security incident response, vendor management. We design the operating model alongside the architecture. ### Industrial IoT platforms Telemetry pipelines from PLCs, sensors, vision systems and edge gateways into a platform that engineers, operators and data scientists actually use. We integrate with the historians, MES and SCADA systems already in place rather than ripping them out, and we route the right signals to BI dashboards, control rooms and analytics teams. Most industrial estates have been generating useful data for years; what is usually missing is the connective tissue. We focus there first, then on the analytics that the connected data unlocks — not the other way around. ### Real-time process control AI-supported control loops that watch live telemetry — temperature, throughput, calorific value, moisture, vibration, emissions — and tune set points against operating envelopes. Closed-loop where the process tolerates it, advisory where it should not. We have built these for thermal-conversion plants where small changes in feed mix and combustion parameters move the economics meaningfully. We do not pretend autonomous control is appropriate for every process. Some operations have hard safety constraints that demand human authorisation for every move; others can hand the steering wheel to a tuned model. Knowing which is which is half the engagement. ### Computer vision and robotic automation Vision systems for classification, contamination detection and quality grading on conveyors, pick-lines and inspection stations — driving robotic sorting arms or simply flagging human operators. Trained on plant-specific data, retrained on a schedule, monitored for drift. The economics here are sharp. A vision system that lifts recovery rates by even a couple of percentage points pays back the capital in a single shift. We design for that payback and we measure it. ### Predictive maintenance Anomaly detection on vibration, current draw, thermal and acoustic signals — surfaced through the CMMS work-order flow operators already use. We focus on the assets where unplanned downtime costs the most, not a wall-to-wall sensor rollout. The mistake most predictive-maintenance programmes make is starting with the technology rather than the asset register. We start with the asset register, prioritise by cost-of-failure, and instrument only what earns it. ### OT cybersecurity Asset discovery, segmentation, monitoring and response for industrial environments. We assume a hostile network, design for safety-first failure modes, and build the runbooks your SOC needs to operate without a dedicated OT specialist on call. We have worked with operators after they have had to recover from a serious incident. Nothing focuses an architecture conversation faster, and the lessons travel: defence in depth, segregation that actually works under stress, and the playbooks operators can run without escalation chains that take hours. ### Connected products and field operations For OEMs and field-service operators: connected products that generate the usage telemetry to power service contracts, parts logistics and proactive maintenance — and a back office that can act on it. The hardware is necessary; the back office is what monetises it. ## Sectors we serve - Manufacturing — discrete, process and hybrid environments. - Waste, recycling and circular-economy operations — sorting, conversion and recovery plants. - Energy — generation, transmission, distribution and renewables. - Logistics and transport — fleets, depots, ports and rail. - Utilities — water, gas, district energy. - Healthcare estates — clinical-engineering and facilities telemetry. --- # Connected ERP > Finance, operations, supply chain and reporting on a single platform — Connected ERP designed around how the company actually runs, not the demo screen. Source: https://fueledby.net/connected-erp-solutions/ Connected ERP brings finance, operations, supply chain and reporting onto one platform so leadership can act on the same numbers their teams work from every day. We design, configure and roll out ERP programmes that hold up under real workloads — not just on the demo screen. Most ERP programmes fail at adoption rather than at go-live. The cutover is a single hard problem; what comes next — the year of stabilisation, the operating-model changes, the inevitable customisations — is where the value either materialises or doesn't. We size programmes for that reality. ## Solutions that connect your business and drive value Intelligent, industry-focused functionality that lets growing companies see and connect every facet of their business in the cloud. We focus on the operating model first, the configuration second, so the platform reflects how the company actually runs. The opinion we hold most firmly: the ERP should adopt the company's distinctive workflows where they create competitive advantage, and the company should adopt the ERP's standard model everywhere else. The mistake is doing the inverse — customising the commodity, standardising the differentiator. - Real-time business insight from a single source of truth. - Synchronised automation across the workflows that span departments. - Consistent reporting, audit trails and financial close. - Phased migration plans that keep operations running through cutover. ### Core financial and operational modules The bedrock of Connected ERP: the modules that handle the money, the people and the inventory. We have delivered programmes across SAP, Oracle, Microsoft Dynamics, NetSuite and Workday, choosing per client based on operating model, regulatory environment and existing estate. - Financial Management - Multi-entity and intercompany accounting - Project accounting - Payroll - Reporting, dashboards and BI - Inventory management ### Supply chain, distribution and field operations For asset-intensive and inventory-heavy clients, the ERP extends into the modules that touch physical operations. We integrate with WMS, TMS and field-service systems where they exist and consolidate them where it makes sense. - Warehouse Management (WMS) - Order management - Commerce connectors - Construction management - Manufacturing management - Service management ### Operational signal on top of ERP data Beyond the modules themselves, we surface the operational signal hiding in ERP data. Predictive maintenance, fraud detection and resource optimisation models are built on top of the same platform you already trust for finance and inventory. ERP data is some of the highest-quality data in any enterprise — it has to be, or the audit fails. That makes it a strong foundation for analytics and machine learning when joined with operational telemetry and external market data. - IoT and sensor analytics - Predictive maintenance - Resource optimisation - Contact-centre analytics - Store-operations analytics - Fraud analytics --- # Industry Platforms > Industry-specific digital platforms for financial services, manufacturing, energy and retail — built around the operating models that make each vertical distinct. Source: https://fueledby.net/industry-platform-solutions/ Generic digital platforms run out of road quickly in regulated, capital-intensive or operationally complex industries. We design and build platforms shaped by how each industry actually works — the regulatory model, the data taxonomy, the partner ecosystem and the unit economics. The right industry platform is rarely the most feature-rich one. It is the one shaped around the small number of decisions that actually drive margin in that vertical, and built so that the rest of the operating model can extend it without rewriting it. We design for that. ## Industries we focus on ### Financial services Origination, servicing, claims, payments and treasury platforms. Built for the controls auditors and regulators expect, with the modularity to keep up as products and rates change. Strong opinions on customer-data segregation, idempotency and reconciliation. We work with banks, insurers, asset managers and fintechs across multiple jurisdictions. The platform decisions look similar on paper and diverge sharply in the details — what the regulator counts as a complete audit trail, what the local model-risk framework actually requires, what counts as a payment instruction in your rails. ### Manufacturing and industrial operations MES, quality, traceability and supply-chain visibility platforms — connected to the shop floor as well as the ERP. We work with discrete, process and hybrid environments and integrate with the historian, SCADA and vision systems already in place. The biggest gains come from the operational decisions that happen between MES and ERP: scheduling, quality holds, batch genealogy, traceability for recall. A platform that puts those decisions in one place — and exposes them to the people who actually make them — moves the operating P&L. ### Waste, recycling and circular-economy operators Operations platforms for sorting, conversion and recovery facilities — combining real-time process telemetry, computer-vision sorting decisions, environmental reporting and commodity-market pricing into a single operating view. ESG, carbon-credit traceability and regulatory reporting are first-class concerns, not bolted on. This sector is where the convergence of AI, OT and platform engineering has the highest commercial payoff right now. We have shipped these platforms end to end, including the operating-model changes the operators need to actually use the new signal. ### Energy and utilities Grid-edge, asset-management, commercial-operations and customer-billing platforms for generators, distributors and retailers. Designed for forecasting, dispatch and the regulatory reporting that comes with the territory. The shift to distributed generation, EVs and demand-side flexibility puts pressure on utility platforms that were designed for one-way flow. We help operators build the platform foundations that handle bidirectional flows, prosumer metering and the new commercial models that come with them. ### Retail and consumer goods Commerce, merchandising, supply-chain and store-operations platforms. Unified inventory and order management, with the connective tissue between e-commerce, store systems and partner channels. The platforms that win in retail are the ones that absorb peak-day traffic without an all-hands rebuild every Black Friday. We design with peak in mind from day one, and we treat the unglamorous integrations — tax, fraud, returns, reverse logistics — as platform features rather than afterthoughts. ### Public sector Case management, eligibility, identity and citizen-service platforms. Built for accessibility, multilingual operation and the procurement model that public bodies actually use. Public-sector platforms have to last longer than ministerial cycles. We design for handover from day one — to in-house teams, successor vendors, or oversight bodies — and we publish architecture decisions in a form the next team can actually use. ## How we work - Operating-model first — the platform reflects how the business actually runs. - Buy-and-extend over build-from-scratch where mature platforms exist. - Reference architectures the audit and security teams can sign off in days, not months. - Migration plans that keep the current business running through every cutover. - Real-time BI dashboards as part of the platform, not a separate analytics project. --- # Machine Learning > Forecasting, optimisation and decision systems running in production — built with observability, drift detection and the on-call rota. Source: https://fueledby.net/machine-learning/ Machine learning earns its place when a decision is being made hundreds or millions of times and the cost of getting it slightly more right adds up. We build the models behind those decisions and — more importantly — the systems that keep them honest when the world shifts underneath them. The line between machine learning and applied AI is increasingly blurry. We use the term ML when the underlying problem is well-defined, the data is structured, and the goal is to optimise a measurable outcome. Generative AI work lives under its own discipline page; both practices share the same MLOps backbone. ## What we build ### Forecasting Demand, supply, energy output, prices, throughput — anywhere a downstream decision (procurement, dispatch, staffing, hedging) depends on a credible projection. We pay attention to interval forecasts and calibration, not just point accuracy. A forecast nobody acts on is overhead. The hard part is making the forecast operationally usable: integrating it into the planning workflow, sizing the team that interprets it, and instrumenting the downstream decisions so we can tell whether the model is actually moving the business. ### Optimisation Production scheduling, route planning, asset dispatch, feedstock and mix optimisation, energy balancing — combining classical operations research with ML where each fits best. We have built models that adjust process inputs in real time against both environmental factors and commodity benchmarks to maximise yield against current pricing. Optimisation is where ML and OR meet, and choosing the right tool for the right sub-problem is most of the work. We have no allegiance to either tradition — we use mixed-integer solvers, dynamic programming, reinforcement learning or learned heuristics depending on the structure of the problem. ### Classification and computer vision Material identification, quality grading, defect detection and document classification — trained on real client data, deployed where they are used (cloud, on-prem or edge), and retrained on a schedule we maintain. Used at scale in industrial sorting and processing operations. The interesting questions in classification are rarely about model architecture. They are about labelling guidelines, class taxonomy under disagreement, dataset coverage of rare-but-costly failure modes, and the retraining cadence that keeps the model in step with reality. ### Anomaly detection Fraud, fault, drift, emerging risk. We design for the rate of false positives the downstream team can actually triage, not the rate that looks good in a slide. Anomaly systems live or die on the alerting pipeline. We work as much on alert prioritisation, suppression and feedback loops as we do on the underlying detector — because a sensitive detector wired into an unworkable inbox is worth less than a calibrated one wired into a clear runbook. ## How we operate models in production - Versioned models, prompts and datasets in a registry the team trusts. - Continuous evaluation against held-out and live traffic with explicit acceptance criteria. - Drift detection on inputs and outputs — alert thresholds set against business consequence, not statistical purity. - Rollback paths and shadow deployments so a regression never breaks the user-visible service. - Cost monitoring so inference does not silently turn into the largest line on the cloud bill. - Real-time BI dashboards so the operators consuming the model can see what it is doing. Most ML projects fail in operations, not in modelling. The boring parts of this list are what we spend most of our time on, and what makes the difference between a model that ships and a model that quietly stops being used. --- # Research, Analytics & Insight > We conduct deep-dive research to test our hypotheses, measure brands and inspire innovative technical brand experiences.  Research, analytics and insight are central to rigorous brand strategy, creation and management.   Translating consumer insights and big data into concrete initiatives that drive above-market growth. Our capabilities include brand audits, brand equity measurement, customer journey and experience … Source: https://fueledby.net/research-analytics-insight/ We conduct deep-dive research to test our hypotheses, measure brands and inspire innovative technical brand experiences. Research, analytics and insight are central to rigorous brand strategy, creation and management. ## Translating consumer insights and big data into concrete initiatives that drive above-market growth. Our capabilities include brand audits, brand equity measurement, customer journey and experience audits, customer segmentation, portfolio strategy and rationalisation, driver of choice analysis, ethnography, consumer co-creation and qualitative research and semiotics. These powerful tools can help you understand where your organization is now, and how to grow. Our goal is to help our clients develop a set of practical and interlocking capabilities that reveal—and maximize the profitable use of—the data appropriate to their situation. We do this by: - Discovering insights by analyzing multiple data sources. We identify and source both relevant internal and external data, and help upgrade the necessary IT infrastructure. We focus on speed to deliver consumer insights quickly, sometimes in as little as 10 days. - Designing programs based on the insights generated. We work with leaders and frontline users to develop internal processes and incentives as well as a culture that uses insights for profitable decision making. We build prediction and optimization models, for example, to focus on the biggest drivers of value. These models balance complexity with ease of use. In setting up programs, our aim is to create an ongoing “insights factory.” - Delivering insights-driven growth for the short- and long-term. We develop simple tools for the front line and provide training in how to use them to extract meaningful insights from complex data sets. Our state-of-the-art, ISO-certified data center in Atlanta provides IT and data-support infrastructure. Our teams are fluent in a wide range of crucial software languages. ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 --- # Innovation & Product Design > Providing end-to-end AI & RPA services, from the very early business and technical analysis, through development, to a complete product (both turnkey and custom-made), support, and maintenance. We don’t just talk innovation, we deliver it with tangible results.   We create branded product and service experiences that drive behaviour and business performance. This depends on … Source: https://fueledby.net/innovation-product-design/ Innovation work at FueledBy is grounded in a simple question: would a customer notice, pay for or recommend what we are about to build? Everything else — workshops, prototypes, roadmaps — follows from answering that honestly. ## We create branded product and service experiences that drive behaviour and business performance. This depends on uniting deep consumer insight with industrial design, technological understanding and manufacturing expertise. We take an idea from a sketch on a whiteboard to a product in a customer's hands — and we stay involved long enough to learn whether it works. A brand earns its place through the products and services it puts into the world. Our innovation practice helps clients translate strategy into propositions that are credible to customers, feasible to build and commercially defensible against the next entrant. ### How we work - Opportunity framing — quant + qual research to size the bet before committing. - Concept design — sketches, service blueprints and rough prototypes. - Validation — small experiments in front of real customers, not focus-group theatre. - Build — full product squads when an idea earns the investment. - Launch and learn — a measurement plan from day one, with planned course-corrections. --- # Design & Creative Services > We bring brands to life through technology and creative solutions that are both effective and innovative – setting visual, verbal and experiential standards that drive entire experiences.   Strong brands have personalities just like people and their data.  They speak in a particular way, can be easily recognised and behave as you would expect. We … Source: https://fueledby.net/design-creative-services/ We bring brands to life through technology and creative solutions that are both effective and innovative – setting visual, verbal and experiential standards that drive entire experiences. ## Strong brands have personalities just like people and their data. They speak in a particular way, can be easily recognised and behave as you would expect. We offer logo and brand visual identity systems, tone of voice and brand guidelines to define and help you manage your brand for consistency and cut through. Our design and creative services also include packaging design, sensory design, signature system development and tagline discovery and creation – all created in the service of connected touch points in a holistic brand experience. Our partners and collaborators also lead the way when it comes to bringing the story to life. Agency, Schmagency. They are a close-knit family of makers, thinkers, and doers like ourselves. We all hail from the top of our industries and came together to break free of the stale and monotonous cycle that’s plaguing our culture today. We don’t believe in marketing fluff or gimmicks. We live to create provocative experiences and push beyond the comfort zone. We believe you have to take risks to move things forward and we stay away from cookie cutter solutions…because one size rarely fits all. We like to build experiences that let our clients live vicariously through their brands. When your customers feel like family, you’ll build a lifelong bond. Wolffhaus Founded in 2011 by friends and frequent collaborators Tyler Wolff and A.J. Rickert-Epstein. Originally based in Los Angeles, Wolffhaus now has a full-service production studio open in Nashville TN, and production teams across the globe. Our design partner, James Levy operates a private studio, EyeBulb, based out of Los Angeles. Staying true to this philosophy, Philip Harris the CEO of CARBON DESIGN specializes in utilization and incorporation of exotic materials such as Carbon Fiber Composites, Titanium and Aluminum Alloys into its designs. The natural properties of these materials not only allows CARBON DESIGN to solve complex engineering problems in the design process, but also allows the introduction of functional, beautiful design aesthetics’ in order to compliment some of the world’s leading brands and products. We take things beyond the level of MEGA and to the MOON. Here is our behind the scenes of the making of the MegaUpload video with our partners Swizz Beatz, Printz Board, Sleep Deez and Alex Mardikian. “Creative people are often considered crazy but I believe crazy can be a good thing” ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 --- # Application Services & Modernization > Modernising the application portfolio that runs your business — replatforming, rearchitecting and decommissioning, planned around outcomes not technology. Source: https://fueledby.net/application-services-modernization/ Most enterprise application portfolios are a mix of platforms that have outlived their original purpose, point integrations that nobody owns, and a handful of newer systems that work well. Our job is to look at the whole estate honestly and decide what to modernise, what to replace, what to integrate and what to retire — in an order that keeps the business running. Modernisation is rarely a technology problem. It is an operating-model problem with a technology consequence. We staff engagements with senior people who can hold both threads — architecture decisions on one side, sequencing and change management on the other. ## What we do ### Portfolio assessment We map the application estate against the business capabilities it supports, the cost it carries and the risk it represents. The output is a portfolio view leadership can act on, not a 200-page report nobody opens. The assessment typically takes four to six weeks for mid-size estates. We look at run cost, technical debt, criticality, integration density and the people skills required to keep each system alive. The decisions that follow are then tied to that evidence. ### Replatform and rearchitect Lift, refactor or rebuild — chosen per application rather than as a blanket strategy. We move workloads to the right substrate (managed services, container platforms, SaaS) and rework the parts that will not survive the move. The fastest mistake to make is treating modernisation as a uniform technical exercise. The bus-route applications and the brake-pedal applications are not the same risk, and we sequence accordingly. ### Integration and data flow Event-driven integration, API platforms and the data contracts that keep them honest. We treat integration as a product, not a project — versioned, observable and owned. Our default architecture uses event streams for state propagation, REST/GraphQL for synchronous queries and batch ETL only when latency and volume make the others uneconomic. The choice is per integration, not per programme. ### Decommission The most under-appreciated phase. We document, migrate data, switch traffic and close systems properly so they actually stop costing money instead of lingering as zombie infrastructure. We have shut down dozens of legacy systems for clients. Every one of them released a maintenance budget that we could redeploy into the modernised portfolio. ## How we sequence the work - Start with the assessment — no commitment to a target architecture until the data is in. - Pick a small wave of applications for the first migration to prove the operating model. - Run modernisation as a programme of small parallel waves, not a single big-bang cutover. - Build the new operating model as we go so the platform team can operate without us. - Decommission ruthlessly — every legacy system kept alive is a tax on the new architecture. --- # Brand Management & Governance > We can help you to design your brand management organization to manage brand assets seamlessly.   Best practice brand management is as much about how you are organised as it is coordinating brand usage and assets. Well-designed brand management organization creates optimal stakeholder understanding, helping to move you from ‘brand police’ to enabling the whole … Source: https://fueledby.net/brand-management-governance/ Brand management is where the long-term promise of a brand meets the day-to-day mechanics of running one. We help organisations design that machinery so the brand stays coherent across every touchpoint — without slowing the people who use it. ## Best-practice brand management is as much about how you are organised as it is about coordinating assets and usage. A well-designed brand operation creates optimal stakeholder understanding and shifts the brand team from gatekeeper to enabler. Teams across marketing, product, sales and HR should be able to find what they need, use it correctly and contribute back, without escalating every decision. Our capabilities include consulting, training and implementation through our SaaS product, FueledBy.Brands, alongside dynamic guidelines, asset libraries and governance workflows tailored to the way each client actually works. ### Where we typically help - Brand operating model and team design. - Guideline systems — usage, voice and identity, kept current as the brand evolves. - Asset libraries and rights management. - Localisation and partner enablement at scale. - Performance reporting — what the brand is doing, not just what it looks like. --- # Business Intelligence > Business intelligence that gets used — modern data platforms, semantic layers and dashboards designed for the operators making the decisions. Source: https://fueledby.net/business-intelligence-consulting-services/ Business intelligence is only valuable when someone actually uses it to make a decision. We build the data platforms, semantic layers and reporting surfaces that move BI from a slide-deck exercise to part of how the business runs day-to-day. The mistake most BI programmes make is starting with the platform — Snowflake vs Databricks vs BigQuery — before clarifying which decisions actually need better data. We start with the decisions and let the platform fall out of that conversation. ## What we build ### Modern data platforms Lakehouse and warehouse architectures on Snowflake, Databricks, BigQuery, Synapse or the right managed substrate for the workload. Ingest pipelines, transformations and lineage built with the tools the data team will keep operating after we leave. We are tool-agnostic but opinionated. The right choice depends on data volume, the team's existing skills, sovereignty constraints and the analytics workloads that matter. We document our reasoning so the choice is auditable a year later. ### Semantic layer and metrics A single, versioned definition of the metrics the business is run on — revenue, margin, retention, throughput — so the answer is the same in every dashboard, model and email. This is the highest-leverage piece of any BI programme. Without it, the same KPI ends up with three different values across the company and the leadership conversation degrades into a data-quality debate. ### Reporting and self-serve Dashboards designed for the operator, not the analyst — fewer charts, clearer questions, faster path from observation to action. Self-serve for the teams that can use it, governed access for the data that needs it. We borrow from product design as much as from analytics: each dashboard answers one question well rather than presenting forty charts in case someone needs them. The result is dashboards that get opened daily instead of monthly. ### Embedded analytics Analytics inside the operational tool where the decision is made — pricing within the CRM, scheduling within the planner, performance within the workbench — instead of a separate destination users have to remember to visit. Embedded BI is where the next decade of analytics ROI lives. We build it on the same platforms that power the dashboards, with one semantic layer, one access model, one source of truth. ### AI-augmented analytics Natural-language query, narrative report generation, anomaly explanation. We use LLMs where they earn their place and we are honest with clients about where they don't yet. ## How we work We start with the decisions, work backwards to the metrics, and only then to the data and the platform. Most BI engagements that fail do so because they reversed that order. --- # Business Process Services > End-to-end business process services — redesign, automation and operations for the workflows that run finance, supply chain and customer operations. Source: https://fueledby.net/business-process-services/ Process work earns its place when the same task is being done thousands of times a month and small improvements compound. We redesign, automate and operate the workflows that finance, supply chain, HR and customer operations depend on. We are happy to redesign and walk away, or to stay and operate the result. Both are valid commercial models; clients choose based on whether the operating capability exists in-house and how strategic the process is to retain. ## Where we focus ### Process redesign Map the actual process — not the documented one — and identify where rework, hand-offs and waiting time live. We borrow from lean and from the systems-thinking work that came after it, applied with restraint. Most processes have a documented version that bears little resemblance to how the work actually gets done. We start with the actual version, observed in operation, and we trust that data over any flow diagram in a binder. ### Automation RPA where the underlying systems do not have a proper API. Workflow orchestration and AI agents where the work is more nuanced than a bot can handle. We size automation against the cost of building and operating it, not against the headline FTE saving. The trap most automation programmes fall into is counting the FTE saving and ignoring the bot-operations cost. We measure both. The honest number is usually 60–70% of the headline saving, and even that earns its place when the work is high-volume and stable. ### Operations For some clients we run the operation end-to-end — a managed service shaped by the same operating model we would have advised. Helpful when the work is hard to hire for and the SLAs need to be met without a six-month ramp. Our operations engagements are not body-shopping. They are managed services with SLOs, on-call, automation reinvestment and a roadmap the client influences. The same discipline we apply to software, applied to the workflow. ## Typical engagements - Order-to-cash and procure-to-pay redesign across multiple ERP instances - Finance close acceleration and reconciliation automation - Claims, complaints and case-management operations - Supply-chain and logistics control-tower operations - Customer-service operations modernisation, often paired with AI assistance - HR shared-services modernisation and operations ## How long these take Redesign of a single bounded process: 6–10 weeks. Automation rollout: 3–6 months for the first wave. Managed-service ramp: typically 3 months to steady-state SLAs. We are happy to commit to those timelines and to revise the scope rather than the deadline when reality intrudes. --- # Cloud Enablement > Cloud foundations that hold up — landing zones, platform engineering, FinOps and the operating model that makes cloud cheaper than the legacy it replaces. Source: https://fueledby.net/cloud-enablement/ Most cloud programmes that disappoint either run too fast (workloads landed on shaky foundations) or too slow (a year of architecture review before anything moves). Our job is to design the foundations and the operating model so the rest of the company can move at a rate the business plan actually depends on. We are platform-agnostic but not opinion-free. The right cloud is the one that fits the workload, the regulatory environment and the team's existing skills — and we are willing to recommend hybrid or repatriation when the numbers say so. ## Where we work ### Landing zones and foundations Multi-account organisation, identity, network, logging, controls and policy guardrails. Built to a reference architecture the audit and security teams can sign off in days rather than months. The landing zone is the most important thing nobody talks about. Get it right and everything that follows is faster; get it wrong and the company spends years working around it. ### Migration Waves planned around business capability, not lift-and-shift convenience. Each wave includes the operating-model changes and the FinOps work the application will need once it lands. We have run migrations of dozens of applications at a time. The technical work is the easy part; the operating-model and run-cost discipline is the part that determines whether the cloud bill is a win or a problem. ### FinOps Tagging, attribution, forecasting and the cultural changes that make cloud bills predictable. We have rarely seen a cloud cost problem that was actually a pricing problem — usually it is a visibility and ownership problem. Cloud cost only becomes manageable when the engineers who cause it see it. We build the FinOps tooling that puts cost in front of the people who control it, and the management practices that make doing nothing more expensive than doing something. ### Platform engineering A paved-road platform so application teams do not each invent their own way to deploy, monitor and roll back. Linked to our broader platform-engineering practice when it warrants it. The platform team is a product team. Treating it as a SRE or DevOps function staffed by infrastructure operators is one of the most common reasons cloud programmes fail to deliver the developer-velocity gains they promised. ### Security and compliance Identity, network, data and workload security built into the landing zone, with the evidence pack auditors and regulators expect. We design for the regulators you will eventually face, not the ones you can ignore today. ## Hyperscalers - Amazon Web Services - Microsoft Azure - Google Cloud - Specialist clouds where sovereignty or compliance demands them --- # Core Modernization > Modernising the core IT systems that run the business — mainframe, legacy ERP and bespoke systems — without halting the operations that depend on them. Source: https://fueledby.net/core-modernization/ Every organisation past a certain age has a core — the systems that handle the money, the inventory, the customer records, the regulatory reporting. Replacing them outright is rarely an option; leaving them untouched eventually is not either. Core modernisation is the discipline of moving forward without breaking what works. We approach core modernisation as an operating-model change with a technology consequence. Most of the cost and most of the risk lives in the operating model — change control, run-the-bank capacity, integration ownership, regulatory reporting. The technical reroute is the easier half. ## What modernisation actually looks like ### Strangle, do not replace We route around legacy systems with API facades, event streams and new front-end surfaces, then migrate functionality piece by piece behind the same external contract. The business sees one consistent system; the engineering team is quietly rebuilding it underneath. This is the default pattern for any core system that the business depends on day-to-day. The big-bang replacement is the wrong default; we use it only when the constraints make incrementalism impossible. ### Data first Most core systems are valuable because of the data they hold. We separate the data layer from the application layer early, so the data becomes accessible to the rest of the business without waiting for the application rewrite. Often the data-layer separation is the highest-ROI piece of the whole modernisation programme. It unlocks analytics, ML and customer-experience work that was blocked by the legacy schema, sometimes for years. ### Migration without downtime Dual-running, shadow writes, reconciliation and explicit cut-over criteria. We default to incremental migration patterns and avoid big-bang cut-overs unless the constraints actually demand them. We have done plant-floor cutovers and end-of-year-close cutovers. The art is in the reconciliation — knowing the two systems agree on every record before traffic moves. ### What we keep Not every legacy system needs replacing. We are happy to recommend keeping a working core in place for another decade if the cost of replacing it would not earn back. Modernisation is a portfolio decision, not a religion. The mainframes that handle US insurance claims and EU payment rails are not going anywhere soon, and that is fine. The right answer for those systems is usually to modernise their integration surface and the operating model around them, not to migrate the core engine. ## What we have done Insurance policy admin, banking core ledgers, manufacturing MES, retail merchandising, public-sector case management. The pattern repeats: separate the data, decouple the integrations, replace the front end, then chip away at the back end on a schedule the business can absorb. --- # Digital Commerce > Commerce platforms that hold up at peak — composable storefronts, order management, payments and the back office that keeps every channel reconciled. Source: https://fueledby.net/digital-commerce/ Commerce is where engineering meets retail operations, payments, fraud, tax, logistics and customer service. We design and build commerce platforms that handle all of that — and the peak-day traffic that comes with it — without forcing every other team in the business to fit around the platform's limitations. We have rebuilt commerce platforms for retailers shifting from monolithic suites to composable architectures, and we have stabilised composable platforms that fell apart under the operational complexity. Both engagements teach the same lesson: the architecture has to be shaped by the operating model, not the other way around. ## What we build ### Storefronts and channels Composable, headless storefronts and the underlying CMS and personalisation that drive them. Web, mobile, marketplace and store channels backed by the same product and inventory model. Channels should look different and feel native; they should not be different products under the hood. We design the product, pricing and inventory backbone once and surface it through whichever channel matches the customer's intent. ### Order management Unified order management with the inventory, sourcing and fulfilment logic that keeps promises to customers and partners. Edge cases — back-orders, partial fulfilments, returns, exchanges — designed for, not bolted on. OMS is where commerce platforms quietly succeed or fail. The customer never sees the OMS, but they see the broken promise that bad OMS design produces. We invest disproportionately here. ### Payments and fraud Payment orchestration across providers, with the routing, retry and reconciliation logic that keeps margins intact. Fraud and risk tooling tuned to the actual loss curve rather than the vendor's slide. Payment orchestration is one of the easiest wins available in commerce — 30–60 basis points of margin recovery for clients we have worked with, paid back inside a quarter. We design for that explicitly. ### Back office Tax, finance, supply-chain integration and the customer-service tooling that absorbs everything the front end cannot resolve. Where the platform engineering quietly determines whether the commerce P&L works. The customer-service tooling deserves more attention than it usually gets. A well-designed agent workbench shortens handle time and reduces escalations more than any single front-end change we have made. ## Platforms we work on commercetools, Shopify (Plus and headless), Salesforce Commerce Cloud, SAP Commerce, Adobe Commerce, and custom builds when the use case earns one. We have strong opinions about which to use and even stronger opinions about when not to. --- # Digital Experience > Digital experience work — connected, measurable journeys across web, mobile and product surfaces, built on platforms operators can keep evolving. Source: https://fueledby.net/digital-experience/ Digital experience is what customers, employees and partners encounter when they interact with your business through a screen. We design and build those surfaces — and the systems behind them — so they hold up across channels, scale across markets and stay measurable through changes of fashion. The bar for digital experience has shifted. Customers expect the kind of polish they get from consumer apps, regardless of whether the surface is a banking portal, a claims tool or an industrial dashboard. We design and engineer to that bar. ## What we work on ### Customer-facing surfaces Web, mobile and product interfaces designed for the job at hand, not for design-award reels. Performance, accessibility and conversion are first-order concerns. Aesthetic is the consequence of doing the rest well. We work in small cross-disciplinary teams — designer, engineer, content, researcher — and we measure the work against the actual user behaviour rather than the team's taste. Design that conflicts with the data loses. ### Content and personalisation Headless CMS, content modelling and personalisation engines that editorial, marketing and product teams can actually operate without daily engineering help. Plus the analytics setup to know whether the personalisation is earning its keep. Personalisation only pays back when the operating team can iterate on the rules. We design the content model and the tooling around the people who will maintain it, not around the headline engineering capability. ### Employee experience The internal tools customer-service, operations and field teams rely on are often where the biggest experience wins live. Smarter workflows, fewer screens, better default actions. Most companies invest 90% of their UX budget on the customer-facing surfaces and 10% on the internal tools, even though the internal tools are used 10× more. We help rebalance that. ### Experimentation and measurement A/B testing, server-side experimentation and the analytics plumbing that produces credible results — not vanity metrics. Experiments are how digital experience earns its place against gut-feel design changes. Most A/B test programmes fail because of statistical power, not because of design. We build the measurement infrastructure that makes experiments credible — sample-size planning, sequential testing where appropriate, and a discipline about what counts as a real win. ## Platforms we work on React, Vue, Next.js, Remix, SvelteKit for web; Swift/Kotlin native and React Native/Flutter for mobile. Contentful, Sanity, Strapi and bespoke CMS layers depending on the editorial model. We pick per team and per workload. --- # Digital Strategy > Digital strategy that gets executed — translating ambition into a sequenced, instrumented programme of work rather than a slide deck. Source: https://fueledby.net/digital-strategy/ Most digital strategies fail at execution, not formulation. We work with leadership teams to translate ambition into a sequenced, instrumented programme of work — the bets, the order, the capabilities to build, the operating-model changes — and then we help deliver it. Our default engagement is short and dense. We compress the diagnostic-and-strategy phase into weeks rather than quarters so the conversation with leadership stays grounded in evidence rather than slide cycles. ## How we engage ### Diagnostic Four to six weeks understanding the business, the customer base, the competitive landscape and the existing technology estate. We finish with a clear position on where digital can move the P&L meaningfully and where it cannot. We interview the people who actually do the work — front line, operations, technology, finance — alongside the leadership. The strategy that emerges has to be defensible to the people who will be asked to deliver it. ### Strategy and roadmap A small number of strategic bets — not a wishlist of every digital programme on the market — with the sequencing, dependencies and measurement plan to hold them to account. We work with the CFO as much as the CIO. The roadmap goes one level deeper than most strategy deliverables: each bet has a target outcome, a measurement plan, a stop-condition and a named accountable executive. Without those, the roadmap is decoration. ### Operating model What the digital function needs to look like to deliver the strategy: team design, governance, partnerships, platform decisions and the funding model. Often the most under-considered part of a strategy effort. We work backwards from the roadmap to the organisation. If the strategy needs a platform team that does not yet exist, we say so and we help design it; we do not pretend the existing org chart will somehow execute new work. ### Execution We stay involved through the first phase of delivery — long enough for the operating model to be credible and the early bets to be in motion. Then we hand over and step back. Continuing-engagement is the wrong commercial incentive for a strategy partner. We aim to leave the client more capable than when we arrived, which means leaving. ## Where we have worked Financial services, energy and utilities, manufacturing, retail, healthcare, public sector. Most engagements include at least one regulated environment and at least one operationally complex one — that is where digital strategy is hardest, and where it matters most. --- # Financial Technology > Technology and digital services for the financial services industry — payments, lending, capital markets, wealth and insurance — built for the controls that come with the territory. Source: https://fueledby.net/financial-technology/ Financial services is one of the few industries where the technology and the regulatory model are inseparable. We design and build platforms for banks, insurers, asset managers, fintechs and the firms that serve them — engineered for the controls auditors and regulators expect. Most of our financial-services engagements involve at least one regulator and at least one auditor as a stakeholder. We design accordingly — the controls story is part of the architecture conversation, not a bolted-on phase. ## Where we focus ### Payments and money movement Card, account-to-account, cross-border and real-time rails. Routing, reconciliation, dispute and risk tooling — built for idempotency and the audit trail the rails actually require. We have built payment platforms on top of every major UK and EU rail and most US rails. The technical choices look similar; the rules of engagement with each scheme are sharply different. We design for both. ### Lending and credit Origination, decisioning, servicing and collections platforms. Decision systems that combine traditional credit signal with model-based insight — and the explainability story that regulators are increasingly asking for. Model-risk requirements have tightened sharply over the past three years. We design lending decision systems with model cards, lineage, override audit trails and the documentation the second-line risk function will ask to see. ### Capital markets and wealth Trading, post-trade, custody and wealth-management platforms. Latency-sensitive where it counts; instrumented for the controls that come with the territory. Capital markets engagements live or die on operational risk. We work with operations, technology and compliance as a single delivery team rather than three sequential approvers. ### Insurance Underwriting, policy administration and claims platforms. Strong opinions on document understanding, claims automation and the AI-supported casework that is now table stakes. Insurance is one of the sectors where applied AI has the clearest path to ROI — claims, underwriting and prior-auth all run on document understanding at scale. We design these platforms so the AI is a contributor inside the workflow, not a separate system the case handler has to remember to use. ### Compliance and risk KYC, transaction monitoring, fraud and the regulatory-reporting pipelines that sit alongside every other system. Done well, these are not a tax on the operating business — they are part of how it earns trust. ## How we work Programmes are sized for the regulatory cadence as well as the commercial one. We schedule technical decisions and assurance evidence in parallel so the regulator approval is on the critical path of the launch plan, not a surprise at the end. --- # Provenance & Audit Systems > Provenance, audit and tamper-evident systems for supply chain, regulated industries and high-integrity data — built on the right ledger for the job. Source: https://fueledby.net/blockchain/ Distributed ledgers are at their most useful when the question is not 'who owns this token' but 'can we prove this record has not been altered, and can multiple parties agree on the truth without a central referee'. That is the lens we use when an enterprise problem actually warrants the technology. We approach this discipline as engineers who have built both the boring side (permissioned ledgers for cross-organisation reconciliation) and the headline side (token mechanisms that did not survive their first regulator). We learned which questions matter from doing both. ## Where the technology earns its keep ### Supply-chain provenance Tamper-evident provenance records that follow a product or material from origin to point of sale, shared across organisations that do not trust each other but need to agree on what happened. Pharma, food, critical minerals, defence procurement. The non-obvious part of provenance work is what to do when records disagree. The ledger gives you immutability; the operating model has to give you a way to resolve conflicts without rewriting history. That is where most programmes either succeed or quietly fail. ### Carbon and environmental credits Auditable issuance and retirement of carbon, recycling and waste-diversion credits — with traceable links back to the underlying meter readings, certifications and process telemetry. The audit conversation gets shorter when each credit can be traced to a verifiable event, not a spreadsheet. The credit-quality conversation in voluntary markets is going to be settled by infrastructure, not by good intentions. We help operators get on the right side of that change by instrumenting the events that earn credits at source, not in a reporting cycle months later. ### Regulated audit trails Append-only ledgers for high-integrity records — compliance evidence, model lineage, clinical-trial documents, regulatory submissions. The audit conversation gets shorter when the data structure is provably immutable. We work with clients in regulated sectors where the cost of a failed audit isn't a fine — it's a suspension of operations. The bar for evidence is higher than typical enterprise software, and so is the value of getting it right. ### Cross-organisation reconciliation Shared state between partners — settlements, royalties, claims, returns. Distributed ledgers reduce the reconciliation cost when the alternative is daily file swaps and disputes. Most consortia overinvest in the ledger choice and underinvest in governance. We push clients toward simpler ledger architectures and harder conversations about who can change what, how disputes are resolved, and what happens when one party leaves the consortium. ### Verifiable credentials and identity Selective-disclosure credentials for KYC reuse, qualifications, certifications and entitlements. Built on the W3C standards rather than a vendor's proprietary cul-de-sac. ## How we think about it Most enterprise problems do not need a blockchain — they need a well-designed database. We will say so. When the use case does warrant a ledger, we pick the right kind — permissioned, hybrid or public — and design the parts that actually matter: data model, key management, governance and the off-ramps. What we will not do: token launches, NFT projects, retail-investor schemes or anything that requires a regulatory grey zone to make the economics work. That is a deliberate position, and we hold it. --- # Enterprise Application Services > Lifecycle services for the enterprise application portfolio — implementation, integration, ongoing operations and the eventual graceful retirement. Source: https://fueledby.net/enterprise-application-services/ Enterprise applications are where the actual operating model of a company lives — ERP, CRM, HCM, payroll, EPM, supply-chain platforms. We deliver the lifecycle around those applications: implementation, integration, day-two operations and the eventual graceful retirement. Most enterprise application work is governed by the vendor's reference model and the client's actual operating model. We work both sides — knowing the vendor's defaults well enough to use them by choice, and knowing the client's reality well enough to depart from them by design. ## What we do ### Implementation New implementations of SAP, Oracle, Microsoft Dynamics, Workday, ServiceNow, Salesforce and adjacent platforms. We work to the vendor's reference model where it fits, and depart from it where the operating model demands. The fastest implementation is the one that stops customising the commodity work. We help clients distinguish what their operating model genuinely requires from what they merely prefer — and adopt the vendor's default for everything in the second category. ### Integration Enterprise applications never live in isolation. We build the integration layer — event-driven where it makes sense, batch where it must be — that keeps customer, product, employee and financial data consistent across the estate. Integration is where most enterprise application estates accumulate technical debt fastest. We design integrations as products with their own lifecycle, version contracts and observability, so they age gracefully instead of becoming a maintenance burden. ### Run and evolve Application managed services with the discipline of a product team rather than a help desk — SLOs, backlog, release cadence and a relationship with the business owners that goes beyond ticket triage. AMS is too often delivered as commodity ticket triage. We bring the platform-as-a-product operating model to it — backlogs, on-call, roadmap conversations with the business owners. Same engineers, different relationship. ### Modernise and retire Most enterprise application estates carry more applications than they need. We help rationalise the portfolio, move what is worth moving to modern platforms, and retire what has earned its retirement. The hardest application-modernisation conversations are the ones where the right answer is 'turn this off'. We are willing to have those conversations and to design the decommissioning programme that makes them safe. ## Sectors served Financial services, energy and utilities, manufacturing, retail, healthcare, public sector. Each vertical brings its own configuration norms — we work in the language of the vertical, not the language of the vendor. --- # Enterprise IT Security > Security work that holds up against real adversaries — controls, response and assurance across the application, infrastructure and OT stack. Source: https://fueledby.net/enterprise-it-security/ Security is what is left when the audit team has gone home and a motivated adversary is at the door. We help organisations build security programmes that hold up in that condition — pragmatic controls, credible response, and the assurance evidence to satisfy regulators along the way. We have helped clients recover from real incidents. Nothing focuses an architecture conversation faster, and the lessons travel. We try to bring those lessons to clients before they need them. ## Where we work ### Architecture and controls Identity, network, endpoint, application and data controls — designed to a recognised framework and tested against real attack patterns. Zero-trust where the substrate supports it, defence in depth where it does not. Frameworks are scaffolding, not the building. We use NIST CSF or ISO 27001 as the structure for the conversation but the actual control set follows the threat model, not the framework's checklist. ### Detection and response SOC tooling, detection content, playbooks and the on-call model that turns a stack of products into an actual response capability. We are happy to build it, run it, or coach the in-house team to do both. The biggest gap in most SOCs is not technology; it is the runbooks and the on-call discipline. We build both as products with their own lifecycle, not as side-effects of buying a SIEM. ### OT and industrial security Asset discovery, segmentation and monitoring for industrial environments — designed to safety-first failure modes and integrated with the corporate SOC rather than run as an island. OT security is genuinely different from IT security. Safety constraints, vendor support models and the reality of decades-old PLCs mean the patch-and-detect playbook from IT does not transfer. We design accordingly. ### AI and data security Model risk, prompt-injection defence, data-loss controls and the documentation that comes with putting models in front of customers, employees or regulators. AI security is one of the few areas where the threat surface is genuinely new. We have spent the last two years building the controls and the evals that hold up against the attack patterns we see in the wild. ### Assurance Penetration tests, red-team exercises, regulatory readiness and the evidence pack the audit teams will eventually ask for. Designed so the work earns its keep beyond the auditor's visit. ## Sectors served Financial services, energy and utilities, healthcare, manufacturing, retail, public sector. Common threads are regulated environments, high-value operational data, and the kind of incident that makes the news if mishandled. --- # Infrastructure Services > Infrastructure work that holds up — networks, compute, storage, identity and the operating model that turns vendor products into a reliable platform. Source: https://fueledby.net/infrastructure-services/ Infrastructure is the substrate every other system runs on. When it is working, nobody talks about it. When it is not, nothing else matters. We design, build and operate infrastructure programmes for organisations that have outgrown the choices their original architects made. Our work spans on-prem, hybrid and cloud — chosen per workload rather than as a blanket strategy. We have no allegiance to any one substrate, and we are willing to recommend repatriation or rebalancing when the numbers support it. ## Where we work ### Networks WAN, LAN, SD-WAN, cloud connectivity and the segmentation model that keeps OT, corporate and partner traffic separated. Designed for the operating model, not for the diagram's symmetry. Network design is where reality and architecture diagrams diverge most quickly. We design backwards from the actual traffic patterns, latency requirements and failure modes — not from whichever reference architecture the vendor brought. ### Compute and storage On-prem, hybrid and cloud — chosen per workload rather than as a blanket strategy. We work with HCI, Kubernetes, classical virtualisation and bare metal where each fits. Kubernetes is the right answer for many workloads and the wrong answer for others. We have lost the religious certainty most platforms teams arrive with, and we are happy to put a workload on VMs when that is the more honest choice. ### Identity and access A single identity plane across cloud and on-prem, with the privileged-access controls auditors expect and the developer experience the platform teams need. Identity is the security control that pays back fastest if you get it right and the most painful one to fix if you let it drift. We treat it as foundation work, not as something to bolt on later. ### Observability and operations Telemetry, tracing, alerting and the on-call rota that makes infrastructure observable rather than mysterious. We default to open standards (OpenTelemetry, Prometheus) and avoid lock-in to single-vendor monitoring suites. Observability is where most infrastructure investments stop paying back, because the data is collected but not actually used in operations. We design the operational practices alongside the tooling — what gets paged, what gets reported, who looks at what dashboard daily. ## Operating model Infrastructure as a product, with backlog, SLOs and a roadmap consumers can influence. The single biggest infrastructure win we have delivered repeatedly is not a technology change — it is the move to platform-as-a-product thinking. Most infrastructure teams operate as a service desk. Moving them to operating as a product team — with named consumers, an SLA-backed roadmap, and the on-call that comes with that — is what unlocks the productivity gains the cloud was supposed to deliver. --- # Intelligent Process Automation > Process automation done seriously — RPA, AI agents, document understanding and the orchestration that turns a pile of bots into a maintained system. Source: https://fueledby.net/intelligent-process-automation/ Intelligent process automation pulls together several technologies — RPA, AI agents, document understanding, OCR, NLP, workflow orchestration — to handle work that previously needed humans. Done well it is one of the highest-ROI digital programmes available; done badly it is a pile of unmaintained bots. Most automation programmes start strong and decay quickly because nobody owns the bots after they are deployed. We design the operating model — backlog, on-call, change management, SLOs — alongside the automation itself. ## What we build ### Orchestrated workflows End-to-end workflows that combine human work, system actions and AI inference under a single orchestrator. Visibility, retries, SLAs and audit are first-class concerns — not afterthoughts. Orchestration is what turns automation from a pile of point bots into a maintained system. We build it on durable workflow engines (Temporal, Camunda, AWS Step Functions, equivalents) chosen per workload. ### AI agents inside the workflow LLM-driven agents that handle nuance — drafting responses, classifying ambiguous inputs, summarising case files — bounded by explicit tool definitions and human-in-the-loop where the stakes warrant it. Agents are the most powerful new ingredient in process automation in years. They are also the easiest to misuse. We build agents with clear tool contracts, audit trails and explicit fallback paths — they fail safely or they don't ship. ### Document understanding Extraction, classification and structuring of the documents most organisations still receive — invoices, claims, contracts, application forms, regulatory filings. Trained on real data, monitored for drift, retrained on a schedule. Modern multimodal LLMs have changed the document-understanding economics meaningfully. Pipelines that used to need specialist tools now run cleanly on general-purpose models. We build for the current state of the art and we re-evaluate every six months. ### RPA where it still fits Where the underlying system genuinely lacks an API and there is no realistic short-term route to one. We treat RPA as a tactical bridge, not a strategy, and we are honest with clients about its operating cost over time. RPA gets a bad reputation because it is often the only realistic answer for a workflow that the underlying vendor has neglected. We use it deliberately and document the technical-debt the bot represents, so the client can retire it when the underlying system catches up. ## How we approach it - Start with the process and the data, not the tool. - Build for the long tail — most processes have edge cases that look small but break naive automation. - Operate as a product, with on-call, change management and SLOs. - Measure against the cost of the work the automation actually replaces, not the headline FTE estimate. - Plan for retirement — bots are tactical fixes, not permanent infrastructure. --- # Industrial IoT & Edge > Industrial IoT and edge engineering — devices, gateways, telemetry pipelines and platforms for manufacturing, energy and logistics operators. Source: https://fueledby.net/internet-of-things/ Industrial IoT is the engineering layer that makes OT data usable — devices, gateways, protocols, telemetry pipelines and the platforms that turn streams of signal into decisions. We build the substrate that programmes like Industry 4.0 and connected operations sit on, and we keep them running once they are live. ## What we build ### Device and gateway engineering Embedded firmware, edge gateways, OTA update infrastructure and the device-management plane to operate a fleet of thousands. Strong opinions on secure boot, attestation and supply-chain integrity. ### Protocols and integration OPC UA, MQTT, Modbus, BACnet, CAN and the legacy serial protocols still running half the world. We design the integration layer that brings them into a consistent data model without breaking the equipment that depends on them. ### Telemetry pipelines Stream processing, time-series storage, downsampling and analytics on the volumes industrial environments actually generate. Right-sized to the workload — not a blank cheque to a cloud bill. ### Edge analytics and computer vision Inference at the edge for anomaly detection, predictive maintenance, defect detection and visual classification. We have deployed vision pipelines that drive robotic sorting arms in industrial sorting and recovery plants, with central retraining and edge rollout managed as a continuous lifecycle. ### Closed-loop process control Where the process tolerates it, we connect inference back into the control system to tune set points automatically — temperature, throughput, dwell time, combustion parameters. Where the safety case demands it, we keep humans in the loop and produce recommended actions instead of autonomous ones. ### Real-time operations dashboards BI surfaces that put plant managers, control-room operators and commercial teams on the same numbers — calorific value, BTU output, energy yield, emissions, throughput, downtime causes, market-driven priorities. Built on top of the telemetry layer, not stapled to it. ### Platforms Either on AWS IoT, Azure IoT, Google Cloud IoT and the major industrial platforms, or built on open foundations when sovereignty or licensing pushes us there. We have a strong default architecture and an even stronger willingness to vary from it. ## Sectors served - Manufacturing (discrete, process, hybrid) - Waste, recycling and circular-economy operations - Energy generation, transmission and distribution - Logistics, transport and supply chain - Water, gas and district utilities - Healthcare estates and clinical engineering - Smart buildings and facilities --- # Platform Engineering > Internal developer platforms and golden paths — building the platform team and the tools that let product teams ship safely without bottlenecks. Source: https://fueledby.net/platform-engineering/ Platform engineering is the discipline of building the internal product that lets the rest of the company ship. Done well it is the difference between a 50-person engineering function that moves like a 200-person one — and the inverse. We design, build and operate platform teams that treat their developers as customers. The shift in our industry over the past five years has been from "DevOps is everyone's job" to "platform is a product". We have been on both sides of that shift; the second version delivers, the first sounded good in conference talks and stalled in practice. ## What an internal platform actually does It removes the choices product engineers should not have to make. Where does my code run, how does it get deployed, how do I add a database, how do I emit logs, how do I roll back. Each of those should have a default that is fast, safe and well-documented — what the industry now calls a golden path. A useful internal platform is also opinionated about what it does not do. The platform team's job is not to satisfy every team's preferred toolchain; it is to make the boring 80% so easy that product teams choose it voluntarily and reserve their custom work for things that genuinely warrant it. ### How we work - Developer-experience research first — interview the customers (the product engineers) before building anything. - Golden paths for the two or three most common workloads, with paved-road tooling and out-of-the-box observability. - An internal developer portal (IDP) — software catalogue, scorecards, templates and self-service in one place. - Platform-as-a-product operating model — backlog, on-call, SLOs and a roadmap product teams can influence. - Cost transparency — every service has a cost attribution and an owner who sees the bill. ## Where we start Most engagements begin with a developer-experience audit — what slows product teams down today, what they have built around the platform to compensate, and where the biggest wins are. The audit takes two to three weeks; the operating-model and team design follow from it. Build comes after. We make a point of measuring the diagnostic against actual delivery metrics — lead time, change failure rate, time to recovery, deployment frequency — rather than against developer satisfaction surveys alone. Both matter; one is much easier to game. ### Common building blocks - Kubernetes or PaaS substrate with sensible defaults - Pipelines, signing and policy gates baked into the golden path - Service catalogue and templates (Backstage or equivalent) - Telemetry, tracing and SLO tooling out of the box - Secrets, identity and access primitives that work the same everywhere - Cost attribution and quota management None of these is a substitute for the operating model. The platform team has to be staffed and budgeted as a product team, with a roadmap, on-call, and skin in the SLOs the rest of the engineering organisation depends on. We help design and recruit those teams alongside the technical build. --- # Quality Engineering & Assurance > Quality engineering as a continuous discipline — test automation, performance, accessibility and the operating model that keeps quality from being someone else's problem. Source: https://fueledby.net/quality-engineering-assurance/ Quality engineering earns its place when it is part of how the software is built, not a stage at the end of it. We design and operate quality programmes that work the way modern delivery actually works — continuous, automated, and owned by the same teams that build the product. The end state we work towards is one where the dedicated QA function gets smaller because quality is built in. That is the opposite of what most QA consultancies sell, and it is the right answer for almost every client we have worked with. ## What we work on ### Test automation Unit, integration, contract and end-to-end suites — designed to run in minutes against every change, not overnight. We are opinionated about what to automate and what to leave to exploratory testing. The fastest way to fail at test automation is to automate everything. We focus the automated suites on the critical paths and the brittle integrations, and we explicitly leave room for exploratory testing on the UX surfaces where automation gives diminishing returns. ### Performance and load Load, soak, spike and chaos testing — informed by realistic traffic profiles, not nominal load. Built into the delivery pipeline so performance regressions are caught before users see them. Performance is a product feature. Treating it as a pre-launch gate rather than a continuous concern is how most teams end up with a system that works in test and falls over on launch day. ### Accessibility Automated and manual accessibility testing to WCAG, integrated into the development workflow rather than treated as a one-off audit before launch. We have strong opinions on screen-reader testing and the limits of automated tooling. Automated checks catch maybe 30% of accessibility issues. The rest needs people who actually use assistive technologies. We work with those testers; we recommend our clients do the same. ### Security testing SAST, DAST, SCA and the manual security testing that catches what tools cannot. Coordinated with the wider security programme rather than run as a separate effort. Security testing surfaces real findings; security tools surface alerts. We invest in the operating model that turns one into the other — triage, prioritisation, and the fix workflow the development team actually uses. ### Quality engineering for AI systems Evals, prompt-injection defence, drift detection, regression suites for model upgrades. The CI/CD muscle for AI is younger than for traditional software, and we have spent the last two years building it for clients in regulated sectors. ## Operating model Quality engineers embedded in delivery teams, with a small central practice that owns standards, tooling and the hard problems. The central practice maintains the test infrastructure and the discipline; the embedded engineers maintain the relationship with the product. --- # Software Product Engineering > Full-stack product engineering teams shaped around business outcomes — building the product, instrumenting it, and operating it after launch. Source: https://fueledby.net/software-product-engineering/ Software product engineering at FueledBy means full-stack teams that own a product from concept to operation — research, design, engineering, quality and product management in one squad, accountable for the outcome rather than the deliverable. We are deliberately small enough that the people who win the work do the work. The senior practitioners on the pitch are the senior practitioners on the delivery; junior engineers are paired with them, never parachuted in alone. ## What we build ### New digital products From a clear problem statement to a launched product, in the hands of real customers. We work in short funded phases with explicit go / no-go gates rather than open-ended retainers. Each phase ends with a decision: invest more, change direction, or stop. Most of our long-running engagements are a succession of those phases, agreed in the open with the client and re-evaluated when the data changes. ### Product platforms The shared engineering substrate behind a portfolio of products — identity, billing, telemetry, design system. Built so the product teams using it move faster, not so the platform team can show how clever they are. For multi-product clients this is often the highest-leverage investment available. A platform that removes 80% of the boring decisions from every new product team pays back faster than any individual product would. ### Modernisation as a product Replatforming or rebuilding existing systems with the same discipline as new product work — backlog, user research, instrumentation, measurable outcomes. Not just a re-implementation. The mistake most modernisation programmes make is treating the rebuild as a faithful copy. We treat it as the chance to reshape the product around the operating model the business has actually grown into, not the one it had when the original was built. ### Mobile and cross-platform Native iOS / Android, React Native and Flutter — we pick per product based on the team, the audience and the long-term commitment. No religion about which is the right choice in the abstract. ## Operating model - Senior practitioners in the room — junior staff are paired, not parachuted. - Cross-disciplinary squads (research, design, engineering, QA, product) sized to fit the work. - Outcomes over deliverables — we negotiate what to ship as we learn, against a clear business measure. - Instrumentation from day one — every new feature ships with the analytics that will judge it. - Hand-over plans from day one — our presence is a phase, not a permanent fixture. ## Where we work Financial services, healthcare, industrial operations, retail, public sector. The common thread is real operational complexity, a regulated environment, or both — the conditions under which generic product playbooks run out of road and bespoke engineering earns its place. --- # Transmedia Source: https://fueledby.net/transmedia/ ## Overview FueledBy is a well-known provider of transmedia entertainment storytellers and corporate narratives. We effectively collaborated with top studio executives on several media platforms to help them build successful entertainment brands. FueledBy is also using Collective Journey methodology with all of our clients as a method to nurture devoted fandoms, encourage audiences to take action, make intellectual properties feel more contemporary, engaging, and sophisticated, as well as to validate and celebrate participation. We are a leading transmedia branding and marketing firm, providing creative services for brands and organizations on both the digital and physical levels. With our partners and clients, we develop, design, plan, and execute carefully planned transmedia rollouts that combine brand identity systems with content distribution networks to create immersive media environments. ## As a result, our work opens ## New revenue streams ## Helping movie studios capture imagination of millions ## New media opportunities ## Book publishers ## Video Game creators ## Consumer product companies ## Government organizations ## FueledBy Core Values for Quality Creating Transmedia Storytelling ## About Transmedia Storytelling? The greatest qualities of interactive media such as mobile phones, game programs, social networks, and the internet are utilized in transmedia storytelling. It's a method that has shown to be effective in the 21st century's problem of global communication. Billions of people may now communicate their thoughts and feelings to hundreds, if not thousands, of "friends." The use of transmedia allows for the construction of a dialogue architecture, which is critical to increasing interaction, participation, and action in the age of social media. ## Transmedia Literacy & Integrated Transmedia Production The age of mass communication will favor nations that have figured out who their target audiences are and can create transmedia stories. Universities in North America, Europe, Australia, Brazil, Hong Kong, and China are all teaching multi-platform storytelling. ### It revolves around relationships ### Has the advantage of having its story world “set” in the real world ### Focuses on the people behind the “brand” of a company ### Demonstrating expertise ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 We think that the majority of B2B customer interactions are formed through direct human-to-human interaction between businesses. Therefore our notion of "transmedia" is mostly focused on extending existing connections into new areas. The "story" of B2B enterprises, like the rest of professional wrestling's world, is told 24 hours a day, seven days a week in our "real" world. That's what we try to follow. We believe that enterprises gain power by focusing on how the company's marketing, research, and products/services connect with the experts who drive their success. Demonstrates the company's thinking and expertise that has helped to shape its offerings. We concentrate on knowledge rather than goods in constructing an overall tale about a B2B firm. --- # About > FueledBy is a global transformation company. We build the systems ambitious operators actually run their business on — applied AI, OT, ERP, industry platforms and platform engineering. Source: https://fueledby.net/about/ FueledBy is a global transformation company. We build the systems ambitious operators run their business on — applied AI and agents, OT and industrial IoT, connected ERP, industry-specific platforms, and the platform engineering that makes everything else move faster. ## How we work Engineering, design and strategy in one team. Senior practitioners on every engagement. We size teams around the problem, not the org chart, and we hand things over cleanly when the work is done. Our clients tend to be mid-size to large operators in regulated, capital-intensive or operationally complex industries — financial services, manufacturing, energy and utilities, waste and recycling, retail, healthcare and the public sector. The common thread is real operational complexity and a low tolerance for slideware. ### What guides the work - Operating-model first — the technology reflects how the business actually runs. - Production discipline — we ship things that meet an SLO, not a demo. - Honest scoping — we will say no to work we cannot do well, and we will say so early. - Hand-over from day one — our presence is a phase, not a permanent fixture. ## Where we come from FueledBy was founded in 2019 and is registered in Wyoming. The team is distributed across the United States, Europe and Asia, with practitioners closer to the clients they serve. We are deliberately small enough that the people who win the work do the work. --- # Contact > Tell us about your business. Our clients turn to us to help them reimagine how they work with technology — we usually reply within two working days. Source: https://fueledby.net/contact/ ## GET ANSWERS TO YOUR QUESTIONS Our clients turn to us to help them reimagine ways of working with technology. ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 --- # Disciplines & Capabilities > Eight disciplines through which we transform ambitious businesses — from connected ERP and machine learning to brand management and creative. Source: https://fueledby.net/disciplines-capabilities/ FueledBy works across eight disciplines and a deep bench of supporting capabilities. The mix is deliberate — strategy, design and engineering rarely solve a problem in isolation, and our teams are built so the right specialists are in the room from day one. ## How we are organised Each engagement is led by a single discipline owner with a small core team. We pull in specialists from adjacent capabilities — security, quality engineering, infrastructure, data — only when the work calls for them. The result is a team shaped around the problem, not the org chart. ### Disciplines - Connected ERP Solutions — finance, operations, supply chain and BI on a single platform. - Research, Analytics & Insight — quantitative and qualitative work that informs every other discipline. - Machine Learning — forecasting, optimisation and decision systems in production. - Blockchain — token, identity and supply-chain pilots through to live deployment. - Brand Management & Governance — guidelines, tooling and the operating model behind them. - Innovation & Product Design — concept to launch for new digital products and services. - IoT Strategy — connected products, plants and field operations. - Design & Creative Services — visual systems, interfaces and content for digital channels. ### Capabilities - Enterprise Application Services — modernisation, integration and lifecycle support. - Enterprise IT Security — controls, response and assurance across the stack. - Infrastructure Services — platforms, networks and cloud foundations. - Intelligent Process Automation — RPA and AI-assisted workflows. - Internet of Things — devices, edge and platform engineering. - Quality Engineering & Assurance — automation, performance and accessibility. - Software Product Engineering — full-stack product delivery teams. - Transmedia — narrative, content and channel design. Most clients start with one discipline and broaden the engagement as outcomes appear. Each page in this section explains how that discipline works on its own and where it overlaps with the others. --- # Culture & Values > How we operate together — four values that shape hiring, engagement decisions and how we choose what work to take on. Source: https://fueledby.net/culture-values/ Culture is just a description of what a company keeps doing under pressure. Ours has four parts. We hire against them, we run engagements against them, and we are willing to lose work that does not fit them. We treat them as operating constraints, not slogans. ## Our values ### Creative We approach problems with curiosity and use analysis to find opportunity rather than to defend a position. Original thinking matters more than reciting the latest framework, and we keep a healthy distance from whichever methodology the industry is busy promoting that quarter. In practice this means we are willing to challenge the brief when we think the brief is wrong, and we expect our clients to do the same with us. Disagreement done early is cheaper than disappointment delivered late. ### Adaptable We flex our approach to the situation. We value diversity of perspective because it makes us better at the work — not as an HR poster on the wall — and we structure teams so that the right craft is in the room rather than the most senior available person. Adaptability also shows up in how we engage commercially. Some clients need a small senior team for a tight discovery; others need a delivery squad embedded for a year. We size the engagement to the problem, not to a default template. ### Positive We default to candour and to ideas that create alignment. We are uninterested in the political games that slow good work down inside large organisations, ours or our clients'. When we have bad news we say so, early and in writing, and we propose what to do about it. Positive is not the same as agreeable. We will tell a client the project as scoped will not work, with our reasoning attached. The version of positivity we practise is the one that keeps people moving forward together. ### Entrepreneurial We take initiative and accept the risk that comes with it. We would rather try a difficult thing and learn quickly than commit to a safe thing that does not move the needle. The same applies inside the firm: practitioners with a good idea get the resources to test it without writing a business case first. This is also why we invest in our own tools — FueledBy.Brands and the internal platforms our delivery teams use. Building the things we ship for clients keeps us honest about what 'good' actually costs to operate. ## What this looks like in practice - Senior practitioners on every engagement — not just on the pitch deck. - A bias to ship, paired with a serious approach to safety, security and audit. - Honest scoping conversations, including the parts a client may not want to hear. - Clean hand-overs so client teams own the work after we leave. - An internal craft bar — we hire to it and we are willing to grow slower to hold it. None of this is unique to us. What matters is whether we live by it under pressure, and the conversations clients have about us after the engagement is over. --- # Diversity & Inclusion > Our success comes from human beings with experiences as varied as our clients' — we are dedicated to recruiting, developing and supporting diverse teams. Source: https://fueledby.net/diversity-inclusion/ FueledBy is committed to fostering, cultivating and preserving a culture of diversity, equity, and inclusion. ## Overview The most important asset that we have is our human capital. Our employees' individual life experiences, knowledge, differences, innovation, inventiveness, unique talents, self-expression, and abilities are all vital components of not just our culture but also our reputation and company's success. We encourage and embrace our employees' differences in race, age, religion, sexual orientation, socio-economic status, marital or family status, mental or physical ability, language, political affiliation, national origin; we also believe in equality for all individuals. The diversity initiatives at FueledBy are relevant—but not limited to—our recruiting and selection strategies, compensation and benefits, professional development and training, promotions, transfers, social and recreational activities, layoffs, terminations; and the continuous development of a work atmosphere based on gender and diversity equity that encourages and enforces: All personnel should have an attitude of cooperation and respect. Ability to develop and implement projects and initiatives that improve business operations. Flexible work hours can help you achieve more balance in your life. To meet the various needs of its staff, the firm offers a variety of flexible work options. We engage with our employees, employers, and communities to increase awareness and respect for diversity. All employees at FueledBy must always treat others with respect and care. All employees are required to display behavior that demonstrates inclusiveness during the course of their employment, at company-sponsored and participative events, and at all other company-sponsored and participative activities. To further fulfill this obligation, all workers are expected to attend and complete yearly. Any employee who is discovered to have engaged in unethical conduct or behavior towards others may be subject to punishment. Employees who believe they have been discriminated against in violation of the company's diversity policy and programs should talk to their supervisor or an HR representative. ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 --- # Corporate Governance > How we govern ourselves, accept oversight and demonstrate accountability to clients, partners and team members across every engagement. Source: https://fueledby.net/corporate-governance/ ## Overview The independent Board of Directors is where our company governance procedures begin. All of our board members have significant multi-industry expertise and are recognized for their contributions in their fields. They bring a diverse set of viewpoints and insights to the Board. The Audit Committee, Compensation Committee, and Nominating and Governance Committee were established to assist the Board in fulfilling its responsibilities & duties. ## Process ### Our Risk Management Framework ### Rigorous Internal Controls ### Code of Conduct ### Ethics, Conflicts and Board Conduct ### Strategic Planning ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 Our governance framework includes a risk-management system that ensures that we have a mechanism in place to identify, measure, and manage risks responsibly. Annual statutory, policy, and process compliances are achieved as a result of our entity-, business segment-, and business process-level risk assessments. The Board of Directors is in charge of monitoring the risk level, while the management team is in charge of putting mitigation plans into action. Internal audit is a critical element of any organization's risk management program. Our Audit Committee has direct oversight of our internal audit function, which reports directly to it. The internal audit team examines and assesses the company's internal controls. Following up on identified risks through risk assessments and various other risk control measures. The internal audit team is refreshed every 18 months to maintain independence. External auditors are occasionally invited to perform audits on complicated topics. FueledBy has a Code of Conduct that applies to all employees and others working on behalf of or for FueledBy. Compliance is everyone's job at FueledBy. It is essential that business conduct and ethical behavior are maintained in order for employers to succeed. Employees, no matter what their function or position, are urged to speak up and report unethical or illegal behavior so that it may be investigated properly. All members of the Board are required to act in accordance with FueledBy's Code of Business Ethics, which applies to all directors as well as other FueledBy staff. This includes, but is not limited to, strict adherence to FueledBy's policies on conflicts of interest, confidentiality, and ethical behavior in all business and personal interactions. The CEO, Chair and Lead Director should be notified if a board member has a genuine or apparent conflict of interest that might impair their independence as directors under these Rules. If a significant conflict develops but cannot be resolved, the director would be expected to resign. The firm will not provide loans or extensions of credit to directors. No director or immediate family member may render personal services for pay to the company other than Board compensation, which is described in greater detail in these Guidelines. The annual strategy retreat takes place each year, during which the FueledBy leadership team presents the company's overall corporate strategy and seeks input from the Board. The Board continues to assess the company's performance against its strategic plan at subsequent meetings. In addition, the Board will review certain strategic initiatives throughout the year, and the Board will provide additional oversight on those initiatives. The Board is always actively engaged in providing independent business judgment and oversight on the most essential strategic concerns for the company. --- # Corporate Integrity > Our commitment to honesty, fairness and the long view in every engagement — even when the situation gets complicated or commercially inconvenient. Source: https://fueledby.net/corporate-integrity/ ## Overview We are dedicated to our cause: the relentless focus on building a world that works better for people, and we are committed to our purpose: the fearless pursuit of a better world. We are dedicated to our consumers, team members, investors, and society in that we will always act with honesty. This informs everything we do—how we interact with our clients and the work we perform to assist them develop better enterprises. We think it is critical to maintain the highest possible ethical standards. Not only do FueledBy's employees adhere to the rules set forth by our clients, but they also adhere to our company's comprehensive, strictly enforced fundamental values and Corporate Integrity Policy. It outlines our policy of corporate honesty and ethics. It offers guidance and assistance on working with clients, business partners, suppliers, and other third parties as well as peers. There will always be problems in both business and life. When things get hectic, we may face perplexing and complicated situations. But at FueledBy, we make excellent decisions and do things the correct way. It's because of our integrity that we've been able to develop over several years into a worldwide leader in digital transformation. It's critical that we continue to act as leaders by establishing a company that is trustworthy. ## Process ### Keeping our commitment ### Our managers’ compliance commitment ### We are committed to our clients ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 We believe that all of us have a part in regulatory compliance. Every employee at FueledBy is responsible for compliance, and our Code is a tool that helps us keep to that commitment. Every person working at FueledBy must adhere to our policy: employees, officials, directors, contractors, vendors, and other third parties acting on behalf of FueledBy. There are no exceptions to our Policy. Our managers must Maintain an open door and encourage staff to inquire and report issues Learn our code and be aware of regulatory tools Learn how to handle concerns and when to escalate them Encourage employees to speak out about ethics and compliance Update our anti-retaliation message and report any retaliation as soon as possible We are dedicated to earning and retaining our clients' trust by putting their needs first and providing solutions to their business problems. We must balance our desire to offer creative and transformative services to our clients with the need to adhere to all applicable laws and regulations, as well as the Code and policies. We do things the proper way, and we keep our integrity. We conduct ourselves in an ethical and professional manner. We are upfront and open in our dealings with clients. We strive to be creative and motivational, while also keeping an eye on our clients' objectives. We strive to understand our clients' requirements and provide them with options that are suited to their needs. --- # ESG > How FueledBy approaches environmental, social and governance work — for the company itself and as a discipline we ship for clients in regulated sectors. Source: https://fueledby.net/esg/ ESG runs on two tracks for us. The first is how we operate as a company. The second is the work we do for clients in sectors where ESG reporting, carbon accounting and sustainability are now part of the regulatory and commercial baseline. ## How we run the company We aim to operate in a way that is environmentally and socially responsible — measured, not performative. We track our own footprint, we publish what we learn internally, and we hold ourselves to the same disclosure expectations our clients are subject to. Where we fall short, we say so. ### Our own footprint - Annual Scope 1, 2 and 3 carbon accounting, with the methodology and the gaps documented openly. - Cloud-cost attribution that lets us track inference, render and CI footprint alongside spend. - A small carbon-removal budget, weighted toward verifiable removal rather than offsetting. - Travel reviewed quarterly — meaningful trips for client work, not flights for the sake of presence. ### People and governance - Pay equity reviewed annually with remediation in the same cycle, not deferred. - Hiring against a defined craft bar with anonymised first-stage screening. - Whistleblower channel that bypasses the management line. - Vendor screening for human-rights and supply-chain integrity before engagement. ## What we deliver for clients ### Carbon and emissions reporting Scope 1, 2 and 3 carbon-accounting platforms wired into the operational systems that generate the underlying data — ERP, energy management, fleet telemetry, building management. Auditable end-to-end, with the lineage that regulators are starting to require. Designed so the reporting work is a by-product of how the business is already instrumented, not a parallel data-collection effort. ### Circular-economy and waste-recovery operations Operations platforms for sorting, conversion and recovery facilities — integrating real-time process telemetry, computer-vision sorting decisions, environmental reporting and verified carbon-credit traceability into a single operating view. Drawn from work for operators in this sector. Every credit ties back to the underlying meter reading, certification or process event that earned it. ### Governance and disclosure Disclosure platforms for CSRD, SEC climate rules and the equivalent frameworks emerging elsewhere. We design for the data the regulator will actually ask for — not a maximalist data-collection exercise — and we build the audit trail alongside the reporting itself. ### ESG-aware AI and analytics Forecasting, optimisation and decision systems built with an explicit ESG objective — emissions, water, waste, social outcome — alongside the operational and commercial ones. Most operational AI quietly improves ESG metrics; making the improvement explicit is what turns it into a reportable result. ## Where we will not go We do not take greenwashing engagements — work designed to produce a marketing claim without a defensible underlying metric. We will say so early in a conversation if that is what is being asked for, and we will walk away rather than dress it up. ESG is a meaningful part of how some clients operate today and a regulatory minimum for others. Either way, we treat it as engineering work with a measurable output, not as a marketing department. --- # Client Briefing Program > Understand. Collaborate. Empower. A program for clients to dig deep with our specialists and leave with a clearer path forward. Source: https://fueledby.net/client-briefing-program/ Understand. Collaborate. Empower. ## Overview Transformative experiences provided by the Business Briefings program create intriguing discussions and practical insights. Come learn how to increase your business with us. Our program features creative ideas, engaging workshops, and access to FueledBy's thought leaders. You can utilize proven strategies and discover practical ways to generate new possibilities while working with our specialists. ## How We Work In all situations, we start with a deep dive into your organization's goals and challenges. FueledBy provides you the chance to engage one-on-one with our executives and experts, have open discussions, and construct a strategy for your digital transformation. ## Process ### Virtual Executive Briefings ### Collaborative Solutions ### Executive Briefings ### Executive Field Briefings ### Agenda design ### Discussion leader alignment ### Day of the briefing ### Post briefing ### contact us (/contact/) ### 109 E. 17th Street, Suite 5592 Get the most out of an Executive Briefing without leaving your house or job. Virtual Executive Briefings are a unique experience that allows you to connect with our executives and experts in a simple way. Collaborate with senior executives and subject experts to assist you in finding answers focused to your company's requirements. We develop unique presentations for our clients based on their specific needs. We provide a space where you can freely explore and plan while also providing insight and clarity to your digital strategy. Our consultants and executives all over the world are focused on speeding up your change, no matter where you are. Our analysts can help you transform your business with our industry-leading training programs. You'll have a conversation with your account manager to go over your goals and expectations. The FueledBy organization will create a unique agenda for you to address your intended goals, based on your strategy. Your account manager will arrange a meeting with your team and the FueledBy discussion leaders to ensure coordination. A briefing document will be sent to you to ensure that your virtual briefing is as pleasant as possible. The FueledBy crew will handle the event with event management, production, and technical assistance. The facilitator will record action items during the briefing and propose follow-up meetings as required. The FueledBy team will give briefings and follow-up papers. Your account executive will follow through to complete your post briefing experience. If you choose, we may keep you updated on future briefings that you might find valuable. --- # FueledBy Events > The events, talks and working sessions FueledBy runs and sponsors — practitioner roundtables, client workshops and selected public talks. Source: https://fueledby.net/fueledby-events/ FueledBy runs and sponsors a small calendar of events focused on the disciplines we practise: applied AI and agents, OT and industrial IoT, connected ERP, industry platforms, machine learning, and the engineering behind them. The calendar is currently quiet — we publish dates here ahead of every cohort. ## Recurring formats we host ### Practitioner roundtables Closed working sessions on a single technical or operating-model topic, by invitation, typically 20–40 practitioners per session. ### Client workshops Bespoke programmes for in-flight engagements — typically 2–3 day intensives bringing client leadership and our senior practitioners together to lock down a decision that has stalled. ### Public talks Selected industry conferences, university lectures and partner events. Our practitioners speak at four to eight public events per year. ### Office hours Open one-to-one slots with our senior practitioners — 30 minutes, no agenda, no follow-up sales pressure. ## How to get involved To be considered for an invitation, propose a collaboration, or simply attend a public talk when one is scheduled, the contact page is the fastest route. We respond within two working days. --- # Inspiration > Stories, essays and pieces of work that shape how we practise — collected from the team, our clients and the broader industry. Source: https://fueledby.net/inspiration/ FueledBy aspires to contribute positively to society by supporting and encouraging community initiatives. We believe in the power of dreams, creativity and innovation — the driving forces behind our business — and we share them deliberately with the people we work with and the people we work for. Our team is brilliant and committed. They are passionate about service, creative expression through design excellence, execution and engagement at every level. They are the ingredient that fuels our growth and the value we bring to our clients. ## What inspires us We are inspired by our clients. They make us who we are — through their imagination at every turn of the page, the ideas that create unforgettable customer experience, and the energy that pushes ambitious work into the world. We try to return the favour. We are inspired by the work itself. There is no substitute for shipping a thing that didn't exist last month, watching how real users meet it, and earning the right to ship the next thing on top of that one. Most of the people who choose to work with us choose it for the same reason. And we are inspired by the people who came before — the practitioners whose work and writing trained our taste. We invest in the team's reading and learning the same way we invest in tooling, deliberately and with a budget. ## What you will find here - Practitioner essays — short pieces from our engineers, designers and strategists on shifts we are watching. - Selected reading — books and papers we point new joiners at. - Client work — case studies, with the client's permission. - Industry signal — the small number of pieces we think are actually worth the attention they get. If you have written something you think we should know about, the contact page is the fastest route. We read every submission and respond to most. --- # News & Press Release > Company news, partnership announcements, product releases and in-depth pieces from FueledBy practitioners — published here first. Source: https://fueledby.net/news-press-release/ This is where we publish company news, partnership announcements, product releases and the occasional in-depth piece from our practitioners. We are currently between publication cycles — new posts will appear here over the coming weeks. ## Coming soon For real-time updates, follow us on LinkedIn or X — major announcements are mirrored there. We also send a low-frequency email summary roughly every two months; subscription details are on the contact page. ## Press contacts Press contacts, media kits and high-resolution brand assets are available on request. Reach out via the contact page and we will route the enquiry to the right person within one working day. Journalists working on a deadline should mention it in the first message — we prioritise time-sensitive requests. --- # Talent Worldwide > How we find, develop and support talent across the world — what we look for in the people who join us, and how we keep them once they do. Source: https://fueledby.net/talent-worldwide/ FueledBy is a distributed company. Our teams sit across multiple continents and time zones, with hubs in the United States, Europe and Asia, and individual practitioners closer to the clients they serve. ## A network built on trust, not control We hire for judgement and craft and then trust our teams to operate. Engagements are run by senior practitioners who own outcomes end-to-end, with the rest of the network on hand for specialist input. Clients get a small, accountable team — not a layer cake of project managers. Effective digital work requires expertise across many disciplines: research, design, engineering, content, performance and operations. Building strong teams in each of those is a long-running investment, and one we take seriously. ### How we hire and develop people - Selective hiring against a defined craft bar in each discipline. - Structured onboarding into client work within the first month. - An internal learning budget and rotation between disciplines for those who want it. - Senior practitioners in the room — junior staff are paired, not parachuted. If you are considering joining us, the careers section of this site has open roles. If you are a client weighing whether a distributed team can deliver, ask for references — we are happy to put you in touch with companies running active engagements with us. --- # Women Empowered > How FueledBy supports women across the organization, our clients and the wider industry — through mentorship, sponsorship and pay-equity work. Source: https://fueledby.net/women-empowered/ FueledBy is committed to women's empowerment as a deliberate operating principle, not an annual campaign. The way we hire, promote, mentor and partner is shaped by it — inside the company and in the work we do for clients. ## A practice of advocacy, sponsorship and equal opportunity We measure progress on representation and pay equity, publish what we learn internally, and invest in the early-career and mid-career moments that disproportionately affect women's trajectories in technology and consulting. Empowerment that does not translate into seats, budgets and authority is empowerment in name only. ### What we measure - Representation across each function and seniority band, reviewed quarterly. - Pay-equity gap across grades, remediated in the same review cycle if found. - Promotion rates compared band-by-band, with explanations for material gaps. - Retention curves by tenure, surfaced to leadership monthly. ### Where we focus - Community — mentorship and peer networks for women across our offices and partner companies. - Career — sponsorship into roles, not just mentoring around them. Sponsors actively put women's names forward; mentors offer advice. - Pay equity — annual review and remediation, not a one-time exercise. - Partnership — collaborations with organisations doing the structural work in the sectors where we practise. ## In client work We bring the same approach to client engagements. Our delivery teams reflect the principle we operate on internally, and we use our position as advisor and engineering partner to raise representation and pay-equity conversations where they are due — including in industries that have historically resisted them. ## Accountability We invite clients, candidates and partners to hold us to this. If something does not match what we describe here, we want to hear about it. The whistleblower and feedback channel on the contact page bypasses the management line and is reviewed by an independent advisor monthly. --- # Public Policy > How FueledBy engages with public policy — the issues we contribute to, the principles that guide our positions and the disclosures behind them. Source: https://fueledby.net/public-policy/ FueledBy participates in public policy debate where technology, work and economic opportunity intersect. We engage in a way that is transparent, declared, and tied to issues where we have real expertise to contribute. ## Our position Our first priority is policy that encourages job growth and helps more people find those jobs. We support frameworks that expand access to digital skills, modernise public services, and create competitive conditions for small and mid-sized employers — including the ones we serve as clients. Since opening our doors we have offered competitive wages, benefits and learning budgets to our own team, and we advocate for policy that makes that the norm rather than the exception. A strong local economy and a strong technology sector are not in tension — they reinforce each other when policy is built for the long term. ## Where we engage ### AI and data policy Responsible AI frameworks, data-protection baselines, model-risk governance and the documentation regulators are starting to ask for. We engage from the position of practitioners who put models into production for regulated clients, not as advocates for a particular vendor's approach. ### Digital skills and apprenticeship Apprenticeship programmes, reskilling pathways and the public-funding mechanisms that make them work. Our position: pay for skills that move people into employment, not for credentials that decorate a CV. ### Public-sector technology Procurement reform, modular contracting, open standards and the in-house capability that lets governments be informed customers rather than captured ones. We have worked with public bodies in three jurisdictions and we share what we learn. ### Competition and small-vendor protection Competition policy that protects small and mid-sized vendors against concentration in the hyperscaler and platform layer. The argument for a healthy ecosystem is the same argument we make internally for keeping our own delivery model independent. ## Disclosure Any policy position taken on behalf of FueledBy is reviewed by our leadership and disclosed in our published policy register. We do not make political donations as a company. Individual practitioners may make their own political contributions; those are not made or coordinated through FueledBy. --- # Privacy Policy > How FueledBy collects, uses and protects your personal information when you visit fueledby.net or work with us as a client or partner. Source: https://fueledby.net/privacy-policy/ This privacy policy explains how FueledBy collects and uses information when you visit fueledby.net or work with us. It is written to be readable in one sitting rather than to satisfy a generator's template. FueledBy is the controller of personal information processed through this site. We can be reached at the contact details on the contact page. ## What we collect ### Information you give us When you submit the contact form, we receive the name, email, organisation, contact number, region, inquiry type, message and any optional attachment you provide. We use this to reply to your enquiry. If a conversation becomes an engagement, we keep the information as part of the client record. ### Information collected automatically If you accept analytics cookies, we use Google Analytics 4 to count visits and understand which pages are used. We have configured IP-address anonymisation and we do not use advertising features. If you decline, no analytics cookie is set and no Google script is loaded. Our hosting provider (Cloudflare) records standard server logs — IP address, user agent, request path and timestamp — for security and operational reasons. These are retained for short periods and not used for marketing. ## How long we keep it - Contact-form submissions — kept for as long as your enquiry remains relevant, typically up to 24 months for unconverted enquiries. - Client records — for the duration of the engagement and as long as required for legal, accounting and regulatory reasons after it ends. - Analytics data — Google retains as configured in our GA4 property (currently 14 months) unless you decline. - Server logs — short-period retention by our hosting provider for security purposes. ## Who we share it with We share personal information only with the service providers we use to operate the site and to deliver client work — for example, our form-handling provider (Formblade), our email provider, and our hosting provider (Cloudflare). They process data on our behalf, not for their own purposes. If we ever shared information with anyone else, we would say so first. We do not sell personal information. ## Your rights Depending on where you live, you have the right to ask for a copy of the information we hold about you, ask us to correct or delete it, withdraw your consent, or object to processing. To exercise any of these rights, contact us via the contact page. We will respond within 30 days. ## Cookies This site uses a single optional cookie, set only if you accept analytics via the consent banner. It is the Google Analytics 4 cookie, with IP anonymisation. No advertising or profiling cookies are used. ## Changes to this policy We will update this policy when our practices change. The version date is at the top of every page (under the page hero). If a change is material, we will say so on the homepage for a reasonable period. --- # Terms of Use > The terms and conditions that govern your use of fueledby.net and the services offered through it — please read before continuing to use the site. Source: https://fueledby.net/terms-of-use/ These terms govern your use of fueledby.net. By using the site you agree to them. They are written in plain English rather than to a legal generator template; they remain a contract, however, and we encourage you to read them in full. ## Who we are FueledBy is a US-incorporated company with its registered office at 109 E. 17th Street, Suite 5592, Cheyenne, WY 82001. "We", "us" and "our" in these terms refer to FueledBy. "You" refers to anyone using this site. ## Use of the site You may view, share and link to pages on this site. You may not scrape it at a rate that would impact other users, attempt to access systems behind the public site, redistribute the content as your own, or use the site for anything unlawful. The site is provided as-is. We make no warranty that the content is correct at every moment in time — we try to keep it current, but consultancies change shape, and pages may be edited without notice. ## Engagement with us Submitting the contact form, sending an email or otherwise reaching out is not by itself a contract for services. Any engagement we undertake is governed by a separate written agreement, signed by both parties. ## Intellectual property The text, design, code and assets on this site are owned by FueledBy or used with permission. You may quote short passages with attribution. For longer use, ask us — we are usually happy to say yes. ## Third-party services The site uses third-party services to function — Formblade for the contact form, Cloudflare for hosting, and Google Analytics (if you accept the cookie). Their own terms and privacy practices apply when you interact with those services. The privacy policy lists them. ## Liability To the extent permitted by law, we are not liable for losses arising from your use of the site itself — for example, decisions you make based on content here. For paid engagements with us, the liability framework is the one set out in the engagement agreement, which prevails over these terms. ## Governing law These terms are governed by the laws of the State of Wyoming. Disputes will be resolved in the courts of that jurisdiction, or by arbitration where the parties agree. ## Changes We may update these terms when practices change. The updated date is shown at the top of every page (under the page hero). Continued use of the site after changes constitutes acceptance of the updated terms. ## Contact Questions about these terms should be sent through the contact page. ---