Operational AI architecture, design, implementation, and training — for product companies.
More channels.
One operation.
For founder-led companies that make or sell physical products through more than one channel: an online store, dealers, distributors, institutional buyers.
Each channel brings its own requests, documents, and numbers. I design and build the systems that keep them connected, with the team that will run them.
Book a 45-minute conversationBuilt around an established operation
Your store platform, accounting, inventory, and customer records are already in place. So are the people who know the products. The work is what happens between them.
The channels grew.
The work between them stayed manual.
A product company adds channels one at a time, and each one arrives with its own inbox, its own paperwork, and its own report. What connects them is usually a few people who know where everything lives. It tends to show in three places.
The answer lives
with one person.
Quote requests, bid documents, and technical questions from dealers wait for the founder, or for the one person who knows the product well enough to answer.
↘02 / InquiriesRequests cool
while they wait.
A dealer’s email, a conversation at a trade show, a form on the website. Each lands somewhere different, and none of them arrives with a responsible person attached.
↘03 / NumbersThe channels meet
in a spreadsheet.
Orders, inventory, and channel sales are reconciled by hand across systems that do not agree. The first sign of a problem is often a customer’s message.
↘01 / Architecture and design
Start with the map.
Then choose the work.
We map how a request, a quote, and an order move across your channels: where the information lives, who touches it, and which decisions need a person. Tools are chosen after the map is drawn.
The work connects what is already in place. Replacing the store platform, the accounting system, or the inventory system is not where a first engagement starts.
Architecture and design deliverable: an opportunity map with a recommended sequence and the reasoning behind it.
A commercial-equipment maker
A 55-person maker of commercial kitchen equipment: an online store, a dealer network, and institutional buyers who purchase through quotes. Priority: answer quote requests and dealer questions without routing each one through the founder.
Give dealers and the inside team one place for product answers.
Bring specification sheets, certifications, and past answers into a maintained source library. Each answer shows the document and revision it came from. A question without a source goes to engineering.
Evaluate: answers checked against the current revision; unanswered questions routed to a responsible person.Prepare a quote from the request.
Test extraction against a small set of past institutional requests. Confirm which pricing rules and approvals a person applies before anything is sent.
Evaluate: completeness and corrections during review.Compare inventory across channels.
The order platform already exports a daily stock report. Schedule it and compare it with the warehouse count before building something new.
Next step: agree which system is the record for available stock.02 / Implementation
Where product companies
usually start.
Six of the ten systems, grouped by the three pressures above. Each example shows what it is checked against, what a person decides, and what it connects to.
03 / Training
The people who know
the products run it.
Training happens on the work the team recognizes: a real quote request, a real dealer question, last week’s numbers. We practice the process, make the review steps understandable, and build an operating guide people can use next time.
Your team takes ownership of day-to-day use and contributes improvements on its own working information, with the configuration and support responsibilities documented.
Training deliverable / A working session and operating guide
Practice a real task.
Use the system on a request the team has handled before.
Learn what to check.
Inspect the result, its supporting information, and the decisions that need a person.
Leave with a reference.
A short operating guide, worked example, or agreed procedure to use next time.
I built systems so I could
sell the business.
I’m David Legisima, founder of Bexos. I’ve founded and sold three e-commerce businesses and spent more than two decades architecting custom business systems. My most recent company, Ship My Orders, was a three-time Inc. 5000 honoree. Before it, I was on the product side, in fashion: manufacturing the products and selling them both direct to customers and wholesale.
A company that depends on a few people knowing where everything lives is hard to step back from and hard to hand to anyone else. That is the problem I worked on in my own companies, and it is the one I bring to this work: understanding how the operation runs, deciding what is worth improving, and building practical systems with the people who will use them.
An engagement shaped around the work
A clear scope
before you commit.
We begin with a 45-minute conversation about your priorities. If there’s a fit, I propose a defined first step with a clear deliverable and fee.
Where feasibility needs testing, we agree on a small assessment first. Implementation, training, and any ongoing support are specified in the proposal.
A few practical questions
Before we talk.
Do we need to replace our store platform or inventory system?
No. The starting point is the set of tools you already run. I review the tools, information, and access available, then identify what can be connected or improved. Any new software, limitations, or additional costs are discussed as part of the scope.
Is this a software product?
No. These are custom systems built for your company, around your information and your team. The proposal specifies deliverables, training, and any ongoing support. Data, deliverable, and runtime rights are defined in the agreement.
Can dealers or distributors use what we build?
That belongs in the design conversation. Who has access, to which information, and under whose account are decisions made in the architecture and design phase, before anything is opened to a partner.
Could we do this ourselves?
Yes. If someone on your team has the time and interest, learning and building internally may be a good route. I can help with a specific challenge, work alongside that person, or take on a defined build. We can discuss which approach suits your situation.
A 45-minute conversation
Which channel needs
attention first?
Bring a quote that took too long, a question only you can answer, or a spreadsheet someone rebuilds every week. I’ll help you connect it to a useful first step, from the foundation through to the team using it.
No preparation is required. If it helps, bring an example of something you want to improve, anything you have already tried, and who would use the result.