This document is a consolidated record of all three discovery sessions. It summarizes what was discussed, what was discovered, what was confirmed as out of scope, and what remains open. Please review and return any corrections — the goal is to make sure we have the same reality before moving to the next phase.
Session Overviews
Session 1
May 11, 2026
46 min
First call. Topics: identifying biggest manual bottlenecks (evaluations and directing people), interest in saving at least 10 hours/week through automation, internal communication gaps and slow action cycles, ideal website vision, SEO/GEO and visibility strategy (local vs. European vs. global), open banking for financial data consolidation. Call ended early; rescheduled.
Session 2
May 14, 2026
9 min
Short bridging call. [CEO] shared enthusiasm about Mac dictation tool. Consultant demonstrated AI note-taker with anonymized transcripts. CRM confirmed as Raynet (CZ + partially SE, client follow-up only). No ATS, no centralized communication platform. No recognized "[Client] USA system." Call ended early.
Session 3
May 15, 2026
64 min
The core discovery session. Full organizational picture established. See detailed findings below.
Pain Points — Prioritized
🔴 Critical — CEO Level
1
Email overwhelm
[CEO]'s inbox contains 1.6 million emails. He has effectively abandoned it and created a new address. Important communications are missed, project coordination breaks down, expansion slows.
"I'm missing important communications that cost us so much expansion, so much grief."
2
CEO as the primary bottleneck
The organization executes well once policy is clear, but [CEO] doesn't have time to set policy, push projects, or communicate decisions. Consultant assessment: debug the CEO's workflow first, before building any new systems.
"The reason why things grow... but I can also be the reason why things are not progressing fast enough."
3
No successor capable of creating (not just following) policy
Currently no one in the organization can take over policy creation. [CEO] acknowledged this and placed it on a 2-year horizon.
🟡 Operational Pain Points
4
Marketing is largely manual
High volume of repetitive manual work in marketing and new business outreach (Division 2 and Division 6). No "perfect marketing setup." SEO inactive for an extended period. Website missing key sections: upcoming live and online seminars/trainings with sign-up functionality.
5
Fragmented CRM landscape
Every country uses a different CRM — no central view. [CEO]'s ideal: one unified CRM for all 25 units covering clients, candidates, and staff. Example: send a personalized message with a photo to all ~300 people (staff + partners + salespeople worldwide) in a single action.
6
No real-time financial visibility
Current state: manual calculations across accounts in multiple countries. No live balance overview.
"How much money do we have on all our accounts right now? In two seconds, I should have the answer. That's my viewpoint."
7
Evaluations — deliberately excluded
[CEO] explicitly does NOT want AI involved in the test evaluation process. Reasons: cost and data security.
⚠️ OUT OF SCOPE for this engagement — "The data is not as secure as when we have it only in our own system."
🟢 Opportunities Identified
8
Open Banking integration
Connect bank accounts via open-source open banking infrastructure running on a private server. Would enable: real-time balance overview, automated statement import, outgoing payment orders — all from a single interface.
9
SEO/GEO — dormant, significant upside
[Client] had active SEO projects in the past; currently nothing. Consultant will prepare an analysis and proposal once discovery is complete.
10
Physical magazines as a marketing channel
[CEO] has extensive personal experience — introduced a magazine strategy to a Russian trailer manufacturer resulting in a major sales peak. He now recommends this to clients as standard practice. AI can assist significantly: content creation, localization, design consistency across markets.
[CEO]'s Magazine Principles
Never date a magazine — a date instantly makes it feel old; without one, readers focus on content
One theme per issue — single clear topic throughout
Short text, large high-quality photos — readable in 5–10 minutes
Typical format: 8–16 pages (start with 8, can grow)
Special offers go on a loose insert, not in the magazine itself — keeps the magazine evergreen
Produce multiple issues at once — no dates means you can batch-print and reduce costs significantly
Also publish digitally on the website with a page-flip interface
Technology Landscape
StatsBook architecture note: Every Tuesday at 10:30 AM, statistics from all 25 units arrive in [CEO]'s inbox; he clicks through and views each country's graphs. [CEO] wants proactive AI-driven alerts — e.g. "This country has been trending up for four weeks — give them attention" or "No appointments set in two days — push the team." [CEO]'s own estimate: "I use maybe five hours a week to control [Client Organization]" via StatsBook.
Action Items — [Agency]
1
Send consolidated meeting summary to [CEO] by email
In progress
2
Notify [CEO] via WhatsApp when email is sent
In progress
3
Prepare non-existence presentation — proof of record, existing systems and capabilities
To do
4
Prepare IT education presentation — key concepts, system components, architecture explained simply
To do
5
Prepare SEO/GEO analysis of [Client]'s web presence
To do
6
Define StatsBook integration approach in future architecture
To do
7
Complete remaining discovery (budget, team survey, web status, social, countries priority)
Next call
Action Items — [CEO]
1
Read the 3 meeting summaries sent by email
Pending
2
Return corrections if anything is misrepresented
Pending
3
Consider initiating a team survey on manual/repetitive tasks
Proposed