Espresso is the machine that pulls a living, costed picture of how a group of companies actually operates — from what gets said, not what gets typed.
You say them out loud, and the system writes them down for you to approve. In Espresso, the person who runs a process talks it through in an interview or a walkthrough. Espresso matches what was said to the right process in the company's structure, then proposes it back with the exact sentence it came from. Nobody types the map. A person reviews each proposal and approves it before anything lands on the record.
Before anything can be extracted, it has to be broken down — and most of what runs a company was never built to be captured at all. It lives as a supervisor's tribal knowledge, a spreadsheet nobody else opens, a hallway remark about why the delivery always slips on a Friday.
The usual answer is a consulting deck: someone spends six weeks interviewing, writes it up, and the picture is stale the day it's presented. Espresso starts from the same raw material — but the grind never stops. The room keeps talking, and the machine keeps listening.
Grounds without a basket just scatter. Espresso models a group the way it actually nests — Holding → Subsidiary → Business Unit → Revenue Stream — and every level past the legal entity is optional. A single company puts everything in one box. A thirty-six-node holding group gets the same machine, just deeper.
Onto that structure sits the process map: every unit of work a business does, staged end to end, waiting to be costed. This is the vessel. Nothing gets pulled through it yet — it just decides where the pressure will go.
Nine bar is the pressure a proper shot needs — pull under it, and the water finds every channel through the grounds instead of rushing the easy one. Below it, extraction is thin and sour.
Espresso runs on the same discipline. The room talks — an interview, a walkthrough, a second pass six weeks later — and the machine listens, matches what was said to the right process, and proposes it back with the exact sentence it came from. Nobody types the map. Somebody approves it.
A shot without crema wasn't pulled right — it's the tell that extraction actually happened. Espresso's own insight layer is named for exactly that: once enough is captured, the system surfaces what it means. A pattern across clients. A gap worth £40k a year. A fix, proposed as a task, with a line back to the finding that produced it.
And every figure carries its own roast profile — how sure the system is, and why. A number seeded as a starting assumption reads differently from one confirmed in the room.
A findings deck is a photograph — accurate the morning it's taken, wrong by the next quarter. Espresso's report is pulled live from the board it describes, so presenting it is assembly, not archaeology.
And the picture doesn't sit still afterward. Coverage keeps climbing as more gets confirmed. A process that goes quiet for too long gets noticed. Pulse isn't a name — it's a requirement. The system that watches every morning for what's due, what's at risk, and what's been sitting untouched is the same one running the day the engagement started.
That's the actual claim. Not a diagnostic that ages the moment it's delivered — an instrument that keeps the pressure, the dose and the read-out calibrated long after the first shot's been served. A snapshot tells a group what its operations looked like once. An operating system is the thing they keep running on.
Most of what runs a company was never built to be captured. It lives as a supervisor's tribal knowledge, a spreadsheet nobody else opens, or a hallway remark about why a delivery always slips on a Friday. Very little is documented in a system, and much is known by only one person.
No. Espresso captures what is said, in an interview, a walkthrough or a second pass weeks later, and drafts the process from it. The person who knows the work talks. The system proposes the write-up, and a person approves it.
Each proposal comes back with the exact sentence it was drawn from. Every figure also carries a label for where it came from: a benchmark (a seeded starting assumption), interviewed (what the person who runs the process said) or validated (confirmed by finance or the exec team).
No. The machine drafts and a person decides. Nothing writes itself onto the record. That rule holds everywhere an agent touches the system.
Both. Espresso models a group as Holding, Subsidiary, Business Unit and Revenue Stream, and every level past the legal entity is optional. A single company puts everything in one box. A thirty-six-node holding group gets the same machine, just deeper.