Your company brain.
Built with you, owned by you.

use cases

Supplier risk, seen while there is still a choice.

Every supplier you depend on, on one current record - distress read from performance and filings together, concentration caught as it builds, and the exit plan ready before the failure.

“We discovered the dependency the day it broke.”

§ 01 Is this you?

Is this you?

  • A supplier's service has been slipping for months, and nobody connected it to the late accounts finance noticed.
  • You could not say quickly which of your critical services rest on a single supplier.
  • Suppliers are checked at onboarding and at renewal, and rarely in between.
  • When a supplier has an incident, working out what else it touches takes a room full of people.
  • The exit plan for a key supplier exists on paper, and nobody has opened it since it was written.

If two or more of these sound familiar, this is the use case to start with.

§ 02 Before and after

Before and after

today with a company brain
A supplier starts to struggle A late delivery in operations, late accounts in finance, a slipping service level in procurement, and nobody joins them. Performance and filings are read together, the owner is told it looks like distress, and the exit plan is checked while there is still a choice.
Too much rests on one supplier The concentration is discovered the day the dependency fails. It is flagged as it crosses your limit, with the alternatives and the switching cost set out for the risk owner.
A supplier has an incident People gather in a room to work out which of your services it touches. Every dependent service is mapped in minutes, and remediation is requested against the contract with the map attached.
Who has the whole picture Procurement, operations and finance each hold a piece. The supplier as a whole belongs to no one. One current record for each supplier: its contract, its performance, its filings, its incidents and its exit plan.
§ 03 What you would see

Illustrative: the shape of what you would receive, not a client's record.

What you would see

supplier alert

Key supplier: service slipping and accounts filed late

what changed
Service levels missed three periods running, and the supplier's latest accounts were filed late with a new charge over its assets.
why it matters
Either alone is routine. Together they point to financial distress at a supplier a critical service depends on.
recommends
Confirm the exit plan is current and brief the supplier owner now, while there is still a choice.
how sure
Sure of the pattern. Its cause is not yet known.
sources
The service level reports, the public filing and the contract, each linked.

recommend routed to the supplier owner

concentration warning

One supplier now carries too much of a critical service

what changed
The share of a critical service resting on one supplier has passed the limit you set.
what it touches
That service, the supplier's contract and its exit plan.
options
Move work to an alternative supplier, split it between two, or accept the risk on the record, each with its switching cost.
owner
The risk owner for that service.
how sure
Sure of the share. Switching costs are estimates from the contracts, and say so.

recommend decision put to the risk owner

incident map

Incident at a supplier: what else it touches

what happened
The supplier logged an outage on one of the services it provides to you.
what it touches
Every service that depends on it, directly or through another supplier, mapped from the record.
recommends
Request remediation under the contract's service terms, with the dependency map attached.
how sure
Sure of the direct dependencies. Two indirect ones need confirming with their owners.
sources
The incident log, the contract and the service map, each linked.

recommend remediation request put to the supplier owner

Every output says what it saw, why it matters, what it recommends and how sure it is, and links each fact to its source.

§ 04 How it works

How it works

  1. 01 it notices Service level reports, public filings, incidents, renewals and payments, where they already arrive.
  2. 02 it connects Each signal to the supplier it concerns, and each supplier to its contract, its exit plan and the services that depend on it.
  3. 03 it judges Whether signals read together point to distress, and whether too much now rests on one supplier.
  4. 04 it checks Every action against your rules: who may see what, and what needs a signature before it reaches a supplier.
  5. 05 it acts Within the permission you have granted: it notes, recommends, drafts, or acts where you allow it.

It reads from your procurement, contract and supplier register systems, from finance and from public filings. It does not replace them, and nothing is migrated.

§ 05 What it runs on

The parts of a company brain supplier risk relies on, in the framework's own terms.

What it runs on

01The record
Every supplier's contract, performance, filings, incidents and exit plan, in one record.
02Finding the answer
Each question answered with its sources, or a plain "I can't answer that well".
03The company manual
Your concentration limits, which services are critical, and who owns each supplier.
04The way in for AI tools
How your people ask it from the AI assistant they already use, on the same permissions as everyone else.
05Connectors
Your procurement and contract systems, finance, the incident log and public filings.
06Who may see and do what
Who may see contract terms and supplier finances, checked before every answer.
07Agents and actions
Requesting remediation or flagging a concentration, only through actions agreed in advance.
08Where people use it
Where the supplier and risk owners decide on an exit, a split or accepting the risk.
09Testing it on your own questions
Tested against your own past supplier failures and near misses before it is trusted.
the company brain keeping it trustworthy, under all of it your systems documents email, calendar business systems your ai tools your people namedsources checked,then kept checkedfirst read in your terms a question,and its answer approvals acting, througha second door 05 connectors 01 the record 06 who may see and do what 02 finding the answer 03 the company manual 04 the way in for ai tools 08 where people use it 07 agents and actions 09 testing on your questions 10 keeping it running 11 keeping every brain current 12 before anythingis built
The twelve parts of a company brain, with the ones supplier risk runs on drawn in red. Read left to right: what comes in, what it knows, and who and what uses it.

what this shows about a company brain

It works through the AI tools you already use

Your people reach it from the assistant they already have, on the same permissions. They might ask:

“Which of our critical services rest on a single supplier, and when was its exit plan last checked?”

It compounds

Its map of what depends on whom is what operational resilience reads in an incident and compliance reads for outsourcing duties, so the dependency is mapped once and used everywhere.

It is yours

The record, the rules and the permissions it builds belong to you, not to a vendor: handed over to your team or run for you. The same company brain runs every use case you add.

§ 06 You stay in control

You stay in control

  1. observeIt reads silently and measures its own accuracy against what really happened.
  2. recommendIt puts the case and a proposed action to a named owner.
  3. draftIt prepares the action, and holds it for a person to sign.
  4. actIt acts within the bounds you set, and logs everything it does.

Each permission is granted or withheld, taken back as easily as it was given, and expires unless someone renews it. Everything starts at observe, and a permission is granted on the measured record, never on a promise. Every action is checked against your rules before anything goes out.

Supplier exits, renegotiations and anything a supplier sees stay behind a named person's decision, permanently if that is your policy.

§ 07 Where it starts

Where it starts

first scope
Your most concentrated dependencies: the suppliers you could least afford to lose.
how it proves itself
It runs at observe against your own past supplier failures and near misses first, so you see how it would have done before it is allowed to do anything.
what it connects to
The systems you already run: your procurement and contract systems, the supplier register, finance and the incident log. Connectors are built for you, as part of the work. How it connects.
what you own
You own the result: the supplier record, the rules, the permissions and the way it runs, handed over to your team or run for you.
§ 08 Questions

Questions

Does it replace our procurement or supplier management tool?
No. It reads from it, and from finance, operations and public filings. Your supplier register stays where you keep it; the company brain joins up what each part of the business sees about each supplier.
How does it tell a supplier in trouble from a bad month?
By reading the signals together rather than one at a time. One missed service level is noise; missed service levels alongside late accounts or a new charge in its filings is a pattern, and the alert says which signals it saw and how sure it is.
Who can see what?
Only what each person is allowed to see. Contract terms and supplier finances stay with the people entitled to them, permissions are checked before every answer, and every question is recorded.
Will it contact a supplier on its own?
No. Remediation requests, renegotiations and exits wait for a named owner, and you can keep it that way for good.
Is this available today?
It is built for each company that runs it, on that company's own brain, not installed off a shelf. The question audit comes first and shows what it would and would not do for you before anything is built.
§ 09 Start

Start

try this on your own record

Take three past suppliers: one that failed with warning you did not read, one that failed without any, and one you were too concentrated on to replace. What did your own record know, and when did you find out?

Questions like this are what the question audit answers: about two hundred real questions from your business, each answered in writing, so you know what supplier risk on a company brain would and would not do for you before anything is built. It is a small fixed fee, credited against the build or the service if you go ahead.

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