Two founders, on every engagement, directly. No account manager layer, no handoff to a delivery team you have not met, and no pitch deck standing in for a working system.
The usual shape of a consulting engagement is that the people who win the work are not the people who do it. You meet a partner, you sign, and the delivery lands with a team you have not met, working from a brief that lost something on the way across.
Proven By Data is two founders. Yazan Alrumhi builds the systems and runs delivery. Seanie Henry runs the commercial side. Both work every engagement directly. There is no account manager layer, and the person who agrees the number with you is the person accountable for the system hitting it.
The practical effect is on the second call rather than the first. When you ask why something behaves the way it does, the answer comes from the person who built it rather than from someone who will find out and come back to you.
The first company these systems were built inside was our own. Only Big Jobs, the agency whose infrastructure and delivery team this consultancy is built on, still runs on this stack.
That matters because it changes what we are willing to claim. We know which work AI pays for and which work it quietly makes worse, because we carry the cost of getting it wrong every month rather than handing the invoice to a client and moving on.
It is also why the four systems we point to are named and running rather than illustrative: the Quoter, which reads an inspection report or a Spanish voice note and prices every line off the client's own book. The Setter, which answers, qualifies and books every enquiry as it arrives. The Meeting Machine, which puts partnership conversations into a founder's calendar. The Tracking Layer, which rebuilt conversion measurement end to end so spend could be traced to the customer it produced.
That the arithmetic does not support a build, when it does not. Some operations do not have the volume or the margin, and that is a first call conversation rather than a fourth month one.
That the proof failed. We agree in writing, before you pay for the proof, that you do not buy the build if it misses the number.
That we do not know. Where a use case sits near a regulated boundary, we say so and you take proper counsel, because we are not lawyers and pretending otherwise is how people get hurt.
Owner led, from $5M in revenue, where the owner is still close enough to the operation to know which three jobs eat the week.
Usually the trigger is a margin shape rather than a technology interest: revenue climbing year on year while margin drifts down, because headcount grew faster than output did. The work is closing that gap, with fewer people doing more rather than more people doing the same.
Nothing here is sold as a silo. Most engagements start with one of these and pull in the next once the first is paying for itself.
The things owners actually ask on the first call.
The two founders, directly. Yazan Alrumhi builds and runs delivery, Seanie Henry runs the commercial side, and both are on every engagement. There is no account manager layer and no separate delivery arm you have not met.
The relevant one is that we run these systems in our own business, not just in clients'. Only Big Jobs, the agency this consultancy is built on, runs on the same stack. Formal background is a B.Sc. in Business Information Systems from the University of Galway, but the answer we would rather be judged on is which systems are live and what they were measured against.
Yes. The concentration is in construction, trades and services because that is where the referrals have come from, and the four live systems span plumbing, home services, software and financial services. The pattern that matters is a repeatable decision with volume behind it, which exists in most operations.
From roughly $5M in revenue. Below that the arithmetic usually does not support a custom build, and we would rather tell you that than take the engagement. Above it, the question becomes which bottleneck to test first.
Regularly, and it is the most useful thing we do. When we count where the week goes, the same pattern appears: three jobs eat most of it, none of them is the one the owner expected, and usually only two of the three are worth automating. The third is cheaper left alone.
Half an hour with a founder, not a sales rep. We tell you straight whether a machine fixes this, what it would cost, and what it would return.
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