Cost take-out and AI readiness for European and North American enterprises.
Two outcomes pay for this work. The cost that comes out when information stops being duplicated, migrated and stored long past its purpose, and the readiness that decides whether AI can be trusted with any of it.
Book a conversationWatch the introductionSecure Information Management
Why an information problem is worth bringing to the group rather than to the vendor whose system it first showed up in.
One point of contact for the whole of information management: the strategy set before anything is bought, and the support call three years after go-live. Which company in the group does the work changes. The people you deal with do not, and the first conversation is with a senior consultant who has done the work before, not with an account layer that will introduce you to one later.
Thirty minutes with Philipp Sander, not a sales team.
He takes the first call on most engagements, because routing you to the right company in the group means knowing all four. You leave with a view on where your value is leaking, whether or not you engage us.
Occasional writing on the regulatory dates that are actually coming, what AI readiness costs in practice, and where the money goes back. No more than twice a month, and never a product announcement.
Just-Faster is four specialised companies working under one contract. The oldest of them has been running since 2007 and was built into one of the largest extended consulting workbenches in its field; the group around it is how that capacity is now sold and delivered.
What is shared across the companies is not a technology stack, since they run on different ones deliberately, but a way of working: obligations mapped before systems are chosen, changes made incrementally and reversibly, and evidence produced as a by-product of delivery rather than assembled afterwards.
The companiesRouting an engagement to the right company in the group takes knowing all four. That is why the first conversation is with the person who does.
Founded QPES in the mid-2000s and built it into the largest delivery company in the group. Before that, led business development, marketing and sales in Switzerland and internationally, and was co-founder, shareholder and board member of several ventures. He takes the first conversation on most engagements.
The terms below come up in almost every first call. If your question is not here, it is a good opening for one.
Secure Information Management is the practice of keeping an organisation's information governed, protected and usable at the same time: knowing what you hold, what you are obliged to keep or delete, who may reach it, and being able to evidence all of that. It covers information governance, document and process automation, integration and migration, service management and managed operations as one discipline rather than five separate purchases.
They are the same work seen from two ends. Secure Information Management names the capabilities that do it: information governance, document and process automation, integration and migration, service management and managed operations. Information Value Management names the reason to apply them and the basis for deciding what applying them is worth: what your information is worth, what it costs to hold, and what obligations attach to it. The Information Value Management page sets out the five areas it covers.
Data management covers structured records inside systems: how they are modelled, stored, moved and kept accurate. Information management covers everything else a business runs on, which in most organisations is the larger half: contracts, invoices, personnel files, drawings, correspondence, and the obligations attached to each of them. The two meet at governance, and the common failure is a data programme that leaves every document ungoverned beside an archive nobody can query.
