The Path Watch him work For Teams Pricing About Jay Request an intro call
For the top of the house

The executive board gets its own Tomo too. A strategic chief of staff.

Don't roll AI out — multiply it: one running colleague per level, and it belongs to you. He prepares situation syntheses, decision papers and board materials, while you stay the one who sets the direction and gives the go.

One pilot proves it, then you scale into the line — the same path from chat to conducting colleague, just at board level and with board topics.

Executive Board level Default route · Anchor / Tier 1 The same path, your language
The Shift

From an isolated AI pilot to multiplied impact.

Today
  • AI as a tool that individuals sign up for on their own.
  • Everyone experiments alone, no shared state of play.
  • Training about AI, with nothing that lasts.
  • The pilot stays an island.
With your own Tomo
  • A running colleague per level that belongs to you.
  • One mechanic, multiplied across the whole house.
  • Not a course: a handed-over, working system.
  • One pilot proves it, then you scale into the line.
Your own Tomo at board level

A chief of staff for the recurring work of the board.

Four pieces, the same mechanic as on every level. Only the scope is different: situation, resolution, committee, rollout.

Situation synthesis

Condenses reports, numbers and market signals into a decision-ready picture.

Decision papers

Drafts resolution papers with options, risks and one clear recommendation.

Board materials

Prepares supervisory board and executive board sessions ready to send, from the agenda to the follow-up communication.

Rollout framing

Frames the org-wide path, from pilot to scaling across all levels.

See it at your level

One quick ask. The meeting lands decision-ready, waiting for your approval.

Click through: one sentence becomes a fully prepared board session waiting for your yes. You only talk to Tomo — behind him, three threads are running.

TomoStrategic Chief of Staff
Ready
A situation in one sentence

You hand over the meeting in one line. No barrage of follow-up questions.

YouPrepare Thursday's supervisory board meeting.
Got it. I'll synthesize the situation from the Q3 numbers and market signals, draft the decision paper with options, and prepare the board materials. Everything comes to you for approval — nothing reaches the board without you. One moment, I'm pulling three threads.
What I know for certain from the strategy file, I use. Where numbers diverge, I flag it for you instead of quietly picking one version.
Organization without a fleet · Tomo's visible thinking

“I'm pulling three threads.”

Three stations work in parallel. You still only read Tomo — they never speak to the board directly.

Situation synthesis

I'm condensing Q3 numbers, division reports and market signals into a decision-ready picture on a single page.

Decision station

I'm drafting the decision paper: three options, each with its risk and one clear recommendation.

Board station

I'm building the agenda, the papers and a draft of the follow-up communication — ready to send.

Checked before you see it

The draft had the EBIT margin at 11.4%. The confirmed Q3 report shows 10.9%. I corrected it and noted the source. Tell me if you read it differently.

The calm gate

Three finished pieces. Each one waits for your yes.

Full texts, nothing hidden. Approve each one individually, or edit first. Every number says where Tomo got it.

Approved: 0 of 3 Tip: tap a sourced figure to see where it comes from.
Situation synthesis
Situation memo Q3 · decision-ready
For: Supervisory board · 1 page
The core situation in three sentences: 1. Revenue is 4% above plan, carried by the service business; the EBIT margin, at 10.9%, stays slightly below target. 2. The bottleneck is the supply chain in Segment B, with impact on Q4. 3. A decision on prioritizing the investment funds is due — the decision paper covers it.
Edit first
Decision station
Decision paper · Investment funds
Volume €12M · three options
Recommendation: Option B. A. Spread the funds evenly — low risk, low impact. B. Focus on the Segment B supply chain — addresses the bottleneck, impact from Q4. (Recommendation) C. Focus on the service business — highest return, but sharpens the bottleneck. Risks and assumptions per option in the appendix, with source references.
How I know this: The €12M volume comes from the approved 2026 investment framework. Source: invest-rahmen-2026, line item “uncommitted funds”. I didn't calculate anything — I only carried it over.
Edit first
Board station
Agenda & minutes skeleton
For: Thursday's meeting, 10 a.m.
1. Welcome and quorum 2. Q3 situation (situation memo, 1 page) 3. Resolution: prioritizing the investment funds (paper, recommendation B) 4. Q4 outlook and supply chain risks 5. Other business, next dates The minutes skeleton and the follow-up mail to the members are attached as drafts.
Edit first
Step 0 of 2

The contents of this demo are placeholders with invented names and figures.

The Path · four stages, one journey

The same path on every level — here in your language.

The strongest proof isn't a promise, it's a path already walked. Each stage assumes the one below it is solid.

AI as chat

Asking

You ask questions and get answers. AI as better googling.

At your level: You ask what a new regulation means for the business model instead of wading through three analyst reports.
AI as a tool

Repeating

You pour what works into fixed prompts and templates.

At your level: The recurring board memo becomes a template with a fixed prompt that delivers the draft in minutes.
AI with a role

Setting up

You give the AI a role, a memory and a workflow. A workplace of its own.

At your level: A “board prep” station with a fixed role, the strategy file as its memory, and a workflow from situation to decision paper.
AI as a colleague

Orchestrating

A colleague takes your one-liners, pulls the threads, sums up and lays everything out for approval.

At your level: “Prepare the board offsite.” Tomo pulls together situation, numbers and risks, drafts agenda and papers, lays it all out for you.
The Ladder · three routes

The path says where. The ladder says how.

The same Tomo, three routes to get there, chosen by budget and your own time. At board level sit the highest leverage and the org-wide rollout.

Door-opener · Tier 3

Built yourself, guided

We show you the path and walk with you step by step. The building is yours.

Lowest resources. Easiest entry, maximum independence.
Hero · Tier 2

Built for you

We build your Tomo and hand it over turnkey. Fast value, little effort on your side.

Mid-range budget. The fastest route to the first real result.
✦ Your level Anchor · Tier 1

Built together

We build hand in hand, several stations, and enable you to keep building on your own.

Highest investment, deepest transformation: the system and the capability at once.

Default for your level: Anchor · Tier 1, built together, with the org-wide rollout in view. See pricing & corridor

You give the go

You stay the conductor. Tomo takes over work, not decisions.

Nothing leaves the system without your yes: no sending, no publishing, no deleting. You keep the direction, the priorities and the last ten percent — the judgment, the relationship, the room.

The carrying question: Where does the freed-up attention go now?

Built, not claimed

Jay walked exactly this journey.

30+ stations across completely different fields, all on one mechanic, conducted by one colleague. Jay's own working day, not an invented number.
  • The start: Claude as better googling, single questions in single sessions.
  • Today: Tomo, the one point of contact who breaks work down, conducts it and lays it out for approval.
  • In the first real-world run: seven out of ten threads completed in one session.
  • Built by Jay Manuzon, former DAX-40 intrapreneur and humanistic coach. You get both: the system and the person who knows where it would bypass the human.
Other levels

The same colleague, one level down.

Every level has its own language and its own default route. It's not a different product, just a different scope.

The first step

One pilot that proves it. Then the whole house.

Sponsor the path as an org-wide movement: one division pilots, the value becomes visible, then you scale into the line. Anchor · Tier 1, built together, is the entry at board level.