This page lists the jobs around the code in a UK software company that Claude can take on, by function and by the size of the company. It is written for founders, CEOs and COOs. Claude does not write your product. It takes the questionnaires, renewals, billing, board numbers and paperwork that surround it, and it helps you build the internal tools you would otherwise rent.
[WHERE THE TIME GOES]
Where the time goes
A founder-led company answers its own security questionnaires and chases its own invoices. A scaling one has people for customer success and finance who spend their week joining systems together. An established one has heads of function, a board and procurement teams on the other side of the table. Pick the one closest to yours and the rest of the page follows it, from where the time goes to the calculator.
These are the tasks that land on the founder and the first few hires, grouped by the kind of work they are.
01
Answering for the company
5 tasksClose
Security questionnaires in the evening
Data processing terms a customer sends as their own paper
Support tickets you answer yourself
Where is the renewal date questions
The investor update, written the night before
02
Chasing and being chased
5 tasksClose
Failed card payments
Overdue invoices from business customers
Customers who have gone quiet
Data a new customer promised to send
The engineer who has the answer to a questionnaire
03
Moving figures between systems
5 tasksClose
Payment provider payouts into the accounts
Closed deals from the CRM into invoices
ARR into the investor update
Project notes into the R&D claim
Contract dates into a calendar
04
Writing it down for someone else
5 tasksClose
Release notes and help articles
The privacy notice and the complaints procedure
Offer letters and the handbook
Follow-ups after demos and calls
A decision and why you made it
These are the tasks that come round every week in a scaling software company, grouped by the kind of work they are.
01
Proving yourself to buyers
5 tasksClose
Security questionnaires and security schedules
RFP and tender responses
Reading data processing agreements
Sub-processor change notices
Cyber Essentials and ISO evidence
02
Holding on to customers
5 tasksClose
The renewal brief ninety days out
Accounts that have gone quiet
Quarterly reviews for large customers
Handover notes when an account changes hands
Escalations that engineering cannot reproduce
03
Making the numbers agree
5 tasksClose
Bookings in the CRM against invoices in billing
Payouts against invoices
ARR and churn across three systems
Month-end commentary
The board pack figures
04
Writing it down
5 tasksClose
Release notes and help articles
Incident updates and the review afterwards
Policies after every change in the law
Minutes and action trackers
The CRM after every call
These are the tasks that come round every week in an established software company, grouped by the kind of work they are.
01
Proving yourself to buyers and regulators
5 tasksClose
Enterprise security schedules
Public sector bids and framework documents
ISO audit evidence
Accessibility statements
Data processing schedules
02
Keeping a large customer base
5 tasksClose
The renewal forecast across every account
Reviews for every large customer
Monthly service reports
Notices of breaking changes
The register of non-standard contracts
03
Making the numbers agree
5 tasksClose
ARR in the CRM, billing and the ledger
Revenue recognition on changed contracts
The board pack and the lender certificate
Commission against closed deals
Accruals and the month-end close
04
Keeping up with the calendar
5 tasksClose
Policy updates when the law moves
Impact assessments for new features
Which size thresholds you now cross
Fraud prevention procedures
Reports and statements that start at a threshold
[THE POINT]
What a founder does brilliantly, and what sits around it
This is the point of the whole page. The work in the left column is why customers buy from you and stay. The work in the right column is what has grown up around it, and in most software companies it takes more of the week.
What a human does brilliantly
Knowing what the product should do next
Winning the customer who is not sure
Hearing what a customer means, not what they said
Deciding what the company will not build
Talking an investor through a bad month
Hiring the person who changes the company
Calling the customer who is about to leave
Setting the price
What sits around it
Filling in the third questionnaire this month
Reading a customer's data protection terms
Chasing failed card payments
Matching payouts to invoices
Writing release notes
Building the investor update
Writing up the R&D project notes
Keeping the renewal dates in your head
What a leadership team does brilliantly, and what sits around it
This is the point of the whole page. The work in the left column is why customers buy from you and stay. The work in the right column is what has grown up around it, and in most software companies it takes more of the week.
What a human does brilliantly
Choosing which customers to grow with
Deciding the pricing and the packaging
Building the habits of the team
Seeing the account that is about to leave
Negotiating the large renewal
Saying no to the deal that costs more than it earns
Presenting to the board
Choosing what to fix first
What sits around it
Compiling the weekly account health update
Reconciling bookings and billing
Assembling the board pack
Drafting the RFP response
Writing the escalation for engineering
Updating the CRM after calls
Drafting incident updates
Chasing owners for questionnaire answers
What a leadership team does brilliantly, and what sits around it
This is the point of the whole page. The work in the left column is why customers buy from you and stay. The work in the right column is what has grown up around it, and in most software companies it takes more of the week.
What a human does brilliantly
Setting strategy for a larger customer base
Handling a major customer in a crisis
Deciding whether to move upmarket
Negotiating liability with an enterprise buyer
Judging a revenue recognition position
Explaining the business to a lender or a buyer
Building the heads of function
Choosing what to buy and what to build
What sits around it
Assembling the renewal forecast
Checking security schedules against policy
Building public sector bids
Keeping ISO evidence ready
Writing the monthly service reports
Reconciling ARR across three systems
Maintaining the contract register
Updating policies for every change in the law
The use case for AI is taking away the time that gets spent on the work sitting around the job, and freeing your people up to do the work only a human can do. The work that grows the business, and the work they enjoy the most.
[THE USE CASES]
140 things you could hand over, by function.
The times are our own estimates for a typical task in a UK software company. Nobody has published measured times for this work, so where a source gives a figure we say who published it. Every use case assumes a business plan whose terms keep your content out of model training. The highlighted use cases either take the most hours or make the biggest difference to the company.
What it gives you
Security questionnaires and trust
Every questionnaire, certificate and security promise a buyer asks for.
11 use cases
Highest time
Drafting the first pass of a security questionnaire
Reads the questionnaire, finds the matching answers in your policies and earlier replies, and drafts each one in your own words, with a flag on anything it could not find.
You give itThe questionnaire, your policies and your last few completed questionnaires.
You get backA completed first pass with each answer marked as taken from a named document or not found, a list of questions where the wording asks for more than you have said before, and a short note of which ones need a person with authority.
You stillApprove every answer before it goes. A wrong answer in a questionnaire is a statement you have made to the customer, so a person who knows the system signs it off.
Matching a new question to an answer you already gave
Takes a question worded in a way you have not seen and finds the answer you gave to the same question under different words, so the replies stay consistent.
Saves timeWins work
ProjectSecurity questionnaire librarySpreadsheet
By hand30 min
With Claude5 min
ProjectSecurity questionnaire librarySpreadsheet
You give itThe new question and your answer library.
You get backThe closest earlier answer with where it came from, a note where the new wording asks for something slightly different, and a suggested reply that keeps your earlier position.
You stillDecide whether the new wording changes the answer. If the question really is different, the person who owns security writes the new position.
Highest value
Building the answer library from past replies
Reads every questionnaire you have completed and turns the answers into one library, grouped by topic, with duplicates merged and contradictions listed.
Saves timeWins workYou own it
ProjectSkillFile storageSpreadsheet
By hand4 hrs
With Claude45 min
ProjectSkillFile storageSpreadsheet
You give itYour completed questionnaires, policies and certificates.
You get backOne answer library by topic with the source of each answer, a list of places where you told two customers different things, and a list of answers that are out of date against your current policies.
You stillChoose which of two conflicting answers is true. Only the person who runs your security knows what you actually do.
Listing the questions you cannot answer yet
Takes the unanswered questions from a questionnaire and sorts them by who in the company can answer, with the question reworded so that person can reply in a line.
Saves time
SkillMessagingSecurity questionnaire library
By hand1 hr
With Claude10 min
SkillMessagingSecurity questionnaire library
You give itThe list of unanswered questions and your team list.
You get backOne message per owner with only their questions, the reason each one was not in the library, and a log so the answers go back into the library once they arrive.
You stillChase the owners and approve what they say. It makes asking easy. It does not make the engineering lead reply.
Highest value
Reading a customer's data processing agreement
Reads the customer's data processing terms against your standard one and lists each place where they differ, with the clause that matters and the wording you usually offer.
Saves timeWins work
ProjectSkillFile storageEmail
By hand1 hr 30
With Claude15 min
ProjectSkillFile storageEmail
You give itThe customer's agreement and your standard data processing terms.
You get backA table of every departure from your standard, the clause and page, what the customer is asking for, your usual fallback wording, and the points that touch sub-processors, audit rights or deletion on exit.
You stillDecide what to accept. A lawyer or the commercial lead decides on liability, audit access and anything that changes what you promise to do.
Keeping the sub-processor list and change notices current
Compares the list of suppliers you use with the sub-processor list you publish, drafts the change notice customers are due, and notes which agreements give the customer a right to object.
Saves timeWins work
ProjectSkillFile storageEmail
By hand1 hr
With Claude10 min
ProjectSkillFile storageEmail
You give itYour supplier list, the published sub-processor list and customer agreements.
You get backA gap list between what you use and what you publish, a draft notice for customers, and the customers whose terms give them notice or objection rights before the change.
You stillDecide whether to proceed with a supplier. If a customer objects, the person who owns the account decides what happens next.
Writing and refreshing the trust page
Drafts the public page that answers the questions buyers ask first, from your policies and certificates, and flags the lines that no longer match.
Wins workSaves time
ProjectSkillTrust centreFile storage
By hand3 hrs
With Claude40 min
ProjectSkillTrust centreFile storage
You give itYour policies, certificates and last pen test summary.
You get backA plain English trust page covering where data is held, who can see it, how you handle incidents and which certificates you hold, with each statement linked to the document behind it.
You stillApprove every statement. Anything on the page is a promise to every customer, so only publish what is true today.
Assembling the Cyber Essentials evidence pack
Builds the device and cloud service list, the multi-factor coverage and the patch timeline from your exports and drafts the answers. Since April 2026 it asks for MFA on every cloud service.
Saves timeWins work
ProjectSkillFile storageSpreadsheet
By hand4 hrs
With Claude50 min
ProjectSkillFile storageSpreadsheet
You give itExports from your device list, identity provider and patching tool.
You get backA cloud service list with multi-factor status for each, a device list with update dates, a list of anything outside the 14 days, and a draft of the answers with the evidence for each.
You stillMake the declaration. A director signs it, and since April 2026 it carries a duty to stay compliant through the year.
Keeping ISO 27001 records ready for the audit
Checks your risk register, statement of applicability, internal audit notes and management review minutes against each other and lists the gaps an auditor would find.
Saves timeWins work
ProjectSkillFile storageSpreadsheet
By hand3 hrs
With Claude40 min
ProjectSkillFile storageSpreadsheet
You give itYour ISO records and the last audit report.
You get backA list of controls with no recent evidence, risks with no owner or review date, actions from the last audit that are still open, and a draft of the management review pack.
You stillOwn the risk decisions. The auditor is looking for a company that runs the system, so the people in it have to make the calls.
Turning a penetration test report into a customer summary
Reads the full test report and writes a short summary for customers covering scope, date, what was found and what was fixed, leaving out anything that would help an attacker.
Wins workSaves time
ProjectSkillFile storageIssue tracker
By hand2 hrs
With Claude25 min
ProjectSkillFile storageIssue tracker
You give itThe test report and your fix log.
You get backA one page customer summary, a separate internal list of open findings by severity with owners, and a short answer for questionnaires that ask when you last tested and what came out.
You stillDecide what to share and with whom. Security staff approve every line, because the summary tells a customer how exposed you were.
Highest value
Checking a customer's security schedule against your policy
Reads the security schedule a customer wants in the contract and compares each requirement with what you do today, line by line.
Wins workSaves time
ProjectSkillFile storage
By hand1 hr 30
With Claude15 min
ProjectSkillFile storage
You give itThe customer's schedule and your security policies.
You get backA table of each requirement marked as met, met with a caveat or not met, the policy that backs each one, and the requirements that would commit you to something new such as a notice period or an audit right.
You stillDecide what you can commit to. Promising a control you do not run is worse than losing the deal.
Contracts and order forms
Redlines, order forms and the dates every contract hides.
7 use cases
Highest value
Reading a customer's changes to your standard terms
Compares the customer's version with your standard agreement and lists every change, grouped by how much it matters, with your usual fallback next to each one.
Saves timeWins work
ProjectSkillFile storageEmail
By hand1 hr 30
With Claude15 min
ProjectSkillFile storageEmail
You give itYour standard agreement and the customer's marked up version.
You get backA list of every change including ones made without tracking, grouped by risk, with the clause, what changed and your usual position, and the points most likely to need a decision.
You stillDecide what to concede. A lawyer or the commercial lead agrees limits on liability and anything that changes what you promise.
Drafting the order form from the deal notes
Turns the deal notes and the agreed price into an order form on your template, checking the term, the price, the users and the renewal date against what was agreed.
Saves time
SkillCRME-signature
By hand45 min
With Claude10 min
SkillCRME-signature
You give itThe deal notes, pricing and your order form template.
You get backA completed order form with each figure traced to the note it came from, a list of anything missing, and a one line summary the finance team can use to set up billing.
You stillAgree the price and sign off the terms. It does not decide a discount.
Highest value
Building the renewal and notice calendar from contracts
Reads every signed contract and pulls out the start date, term, renewal terms, notice period, price rises and termination rights into one register with a calendar of dates that matter.
Keeps customersSaves timeYou own it
ProjectSkillFile storageSpreadsheet
By hand5 hrs
With Claude1 hr
ProjectSkillFile storageSpreadsheet
You give itYour signed customer contracts.
You get backA register with one row per customer, the date by which you must act on each, the contracts with unusual terms, and a list of the ones where the paper was too unclear to read with confidence.
You stillCheck a sample against the paper. Where a clause is ambiguous, a lawyer or the commercial lead reads it.
One page on every contract that departs from standard
Lists the customers with terms that differ from your standard, such as a lower liability cap, longer notice, price caps or audit rights, so everyone knows what has been promised.
Keeps customersSaves time
ProjectFile storageSpreadsheet
By hand2 hrs
With Claude25 min
ProjectFile storageSpreadsheet
You give itYour contract register and signed contracts.
You get backOne page per quarter showing each non-standard customer, what they have and the date it ends, plus the promises that cost you work, such as custom reports or a named support contact.
You stillDecide which promises to keep making. The commercial lead sets the policy.
Checking an outage against the service credit terms
Takes the outage record and the customer's contract and works out whether a credit is due and how much, quoting the clause it used.
Keeps customersSaves time
SkillStatus pageFile storage
By hand45 min
With Claude8 min
SkillStatus pageFile storage
You give itThe incident timeline and the customer's service level terms.
You get backA short calculation showing the downtime counted against the contract, the credit due or the reason there is none, and a draft reply to the customer.
You stillAgree the credit. For a large customer, the account owner decides whether to give more than the contract says.
Reading an NDA before anyone signs it
Reads an incoming mutual or one-way confidentiality agreement against your standard and flags term, scope, residual knowledge, the law that applies and anything unusual.
Saves time
SkillE-signatureFile storage
By hand30 min
With Claude5 min
SkillE-signatureFile storage
You give itThe NDA and your standard.
You get backA short note listing each point that differs from your template, which ones matter and the wording you would normally ask for, so most can be signed after one read.
You stillDecide whether to sign. A lawyer reviews anything outside your normal range.
Reading a partner or reseller agreement
Compares a partner's agreement with your standard terms and lists the differences in exclusivity, pricing, data handling, support duties and termination.
Saves timeWins work
ProjectSkillFile storageEmail
By hand1 hr 30
With Claude15 min
ProjectSkillFile storageEmail
You give itThe partner's draft and your standard partner terms.
You get backA table of departures with the clause, what it commits you to and your usual fallback, and a list of promises that depend on your support or product teams.
You stillDecide what to agree. A lawyer reads exclusivity and liability.
Customer success and renewals
The renewal conversation, the account that went quiet and the review.
11 use cases
Highest value
Briefing the renewal conversation
Pulls together the contract, usage, support history, open issues and the last few calls into one page before you speak to the customer about renewing.
Keeps customersSaves time
ProjectConnectorCRMSupport deskSpreadsheet
By hand1 hr
With Claude10 min
ProjectConnectorCRMSupport deskSpreadsheet
You give itThe account notes, contract, usage export and support history.
You get backA one page brief with what they bought, how they have used it, what went wrong and what was fixed, who the people are, where they have been quiet, and the questions most worth asking.
You stillHold the conversation. You know the people and what was said off the record.
Forecasting renewals from contract dates and notes
Combines the renewal calendar with what each account owner has written and the usage trend, and gives a view of each renewal as safe, uncertain or at risk with the reason.
Keeps customersSaves time
ProjectConnectorCRMSpreadsheetBilling system
By hand2 hrs
With Claude20 min
ProjectConnectorCRMSpreadsheetBilling system
You give itThe contract register, usage data and account notes.
You get backA list of every renewal in the next two quarters sorted by date and value, the reason each one is rated as it is, the accounts with no recent notes at all, and the value in each group.
You stillMake the call on each account. The forecast is yours, and the person who knows the customer overrides the rating.
Preparing a quarterly business review
Builds the deck or the notes for a customer review from their usage, support tickets, goals and what you promised last time.
Keeps customersSaves time
ProjectSkillSlidesSupport deskCRM
By hand2 hrs
With Claude25 min
ProjectSkillSlidesSupport deskCRM
You give itUsage export, support history and the last review notes.
You get backA draft review with what they achieved, where usage fell short of the plan, the open requests and the next steps, written in the customer's own terms rather than yours.
You stillPresent it and read the room. Choose which hard point to raise and which to leave for another call.
Writing the weekly account health update
Reads the week's usage, tickets and account notes and writes a short update on each account that moved, with the reason.
Keeps customersSaves time
ProjectScheduled taskCS platformSupport deskCRM
By hand1 hr 30
With Claude15 min
ProjectScheduled taskCS platformSupport deskCRM
You give itUsage data, tickets and account notes.
You get backA one page update listing accounts that got better or worse, why, what is due next and which ones need you personally this week.
You stillDecide where to spend the week. It surfaces the changes. You choose whom to call.
Handover note when an account changes hands
Reads the history of an account and writes the note the new owner needs: who the people are, what was promised, what is at risk and what to do first.
Keeps customersSaves time
ProjectSkillCRMSupport deskEmail
By hand1 hr 30
With Claude15 min
ProjectSkillCRMSupport deskEmail
You give itThe account notes, tickets, contract and email history.
You get backA handover note covering the people and how each prefers to work, the promises made, open issues, the renewal date, past complaints and what the new owner should do first.
You stillIntroduce yourself to the customer. The relationship is still built by a person, not a document.
Highest value
Flagging accounts that have gone quiet
Looks across usage, tickets, logins and contact history for accounts that have gone quiet or changed pattern, and ranks them by the value of the contract and the date it renews.
You give itUsage export, ticket data and the renewal calendar.
You get backA short list of accounts to look at this week, each with what changed, how long since anyone spoke to them, the renewal date and a suggested first message.
You stillDecide whether it is a real warning. Some customers are quiet because everything works, and you know which.
Drafting the renewal notice and quote
Writes the renewal notice from the contract, with the correct notice wording, the price and any increase explained plainly, and a clear next step for the customer.
Keeps customersSaves time
SkillCRMEmailBilling system
By hand30 min
With Claude8 min
SkillCRMEmailBilling system
You give itThe contract, price list and any increase policy.
You get backA renewal email and quote with the dates, the price and the reason for any rise, a version for customers who have asked for changes, and a record of what was sent and when.
You stillApprove the price and any discount. Decide whether to hold a rise for a customer you want to keep.
Co-terming an expansion into the renewal
Works out the price for an addition so it ends with the existing term, shows the arithmetic, and drafts the order form change.
Saves time
SkillCRMBilling system
By hand45 min
With Claude10 min
SkillCRMBilling system
You give itThe existing contract, the price list and the extra request.
You get backA pro rata price with the working shown, the new total and renewal date, and a draft amendment ready for finance to check.
You stillAgree the price. It does the sum. The commercial decision on discounts is yours.
Turning a customer call into notes and actions
Takes the call recording or transcript and writes the summary, the actions with owners and the update to the account record, in the format your team uses.
Saves timeKeeps customers
SkillConnectorCall recordingCRMEmail
By hand30 min
With Claude5 min
SkillConnectorCall recordingCRMEmail
You give itThe recording or transcript and your note template.
You get backA summary with decisions, actions with owners and dates, questions left open, anything that suggests risk or an opening, and a draft follow-up email to the customer.
You stillCheck the notes and send the follow-up. You were in the room, so you know what was meant.
Reading survey and cancellation comments for themes
Reads every comment from your satisfaction surveys, cancellation forms and review sites and groups them into themes with quotes and counts.
Keeps customersSaves time
ProjectSurvey toolFeedback tool
By hand2 hrs
With Claude20 min
ProjectSurvey toolFeedback tool
You give itSurvey exports, cancellation reasons and review text.
You get backA list of themes ranked by how often they come up, with the exact customer words behind each, which segments say what, and the points where comments contradict the score.
You stillDecide what to change. The comments tell you what people think. Only you can decide which problem is worth fixing first.
Writing up why a customer left
Reads the account history and the exit call and writes a plain account of why the customer left, what could have been done and when it could have been seen.
Keeps customersSaves time
SkillCRMSupport desk
By hand45 min
With Claude10 min
SkillCRMSupport desk
You give itThe account history, the exit notes and the cancellation form.
You get backA short write-up with the timeline, the stated reason against what the account history suggests, the earliest warning sign, and a row for the churn log so patterns show up over time.
You stillDecide whether to try to win them back. It records what happened. It does not argue with the customer.
Customer support
Replies, escalations and the help centre that stays out of date.
8 use cases
Highest time
Drafting replies to tickets from your own help content
Reads the ticket and your help articles and past replies, and drafts an answer in your tone that a person checks and sends.
Keeps customersSaves time
ProjectConnectorSupport deskKnowledge base
By hand12 min
With Claude4 min
ProjectConnectorSupport deskKnowledge base
You give itThe ticket, your help centre and past solved tickets.
You get backA drafted reply that cites the article it came from, a flag on tickets where the customer sounds upset or the account is large, and a note where your help content did not cover the question.
You stillRead it and press send. A person stays on the reply, because customers want to know someone is looking after them.
Sorting the queue by urgency and topic
Reads new tickets and sorts them by urgency, topic and account value, and spots the same problem arriving from several customers.
Keeps customersSaves time
SkillScheduled taskSupport deskCRM
By hand45 min
With Claude8 min
SkillScheduled taskSupport deskCRM
You give itThe ticket queue and your service level promises.
You get backA sorted queue with the reason for each ranking, a list of tickets that look like one underlying problem, and the ones close to breaching a promised response time.
You stillDecide who takes what. You know which customer needs a call rather than a reply.
Finding the help articles that are missing or wrong
Compares the questions customers ask with your help articles and lists the topics with no article, articles that give the wrong answer and ones that nobody can find.
Keeps customersSaves time
ProjectSupport deskKnowledge base
By hand1 hr 30
With Claude15 min
ProjectSupport deskKnowledge base
You give itThe last month of tickets and your help centre.
You get backA ranked list of missing topics with how often each came up, articles that contradict how the product works now, and a draft outline for the top few.
You stillDecide what to write. The product expert corrects anything that is not true of the current release.
Writing a help article from a solved ticket
Turns a solved ticket thread into a help article with a clear title, steps and screenshots to capture, and removes anything specific to the customer.
Keeps customersSaves time
SkillKnowledge baseSupport desk
By hand45 min
With Claude10 min
SkillKnowledge baseSupport desk
You give itThe solved ticket and the article template.
You get backA draft article in your house style, a list of screenshots to take, a note of other articles that link to it and a line for the release notes if the answer relies on a recent change.
You stillCheck the steps against the product. Someone who knows it tries them before it goes live.
Highest value
Writing the escalation so engineering can reproduce it
Turns a long ticket thread into a clear bug report with the steps, the expected and actual result, the account and the logs mentioned, so engineering does not have to ask again.
Keeps customersSaves time
SkillConnectorIssue trackerSupport desk
By hand30 min
With Claude8 min
SkillConnectorIssue trackerSupport desk
You give itThe ticket thread and any logs the customer sent.
You get backA bug report in your issue tracker format with reproduction steps, what the customer sees, affected accounts, urgency with the reason and a draft holding reply to the customer.
You stillJudge severity and decide when to call an engineer. The report is only as good as your reading of the customer.
Weekly summary of what customers ask and what breaks
Reads the week's tickets and writes a summary for product and leadership of the top issues, what is rising, which accounts are affected and what was promised.
Keeps customersSaves time
ProjectScheduled taskSupport deskFeedback tool
By hand1 hr 30
With Claude15 min
ProjectScheduled taskSupport deskFeedback tool
You give itA week of tickets.
You get backA one page summary of the main themes with counts, new issues this week, repeat issues from earlier weeks, the largest accounts affected, and a draft message for the product team.
You stillDecide what product does about it. It reports what customers are saying. Priorities are for you and the product lead.
Reading the low satisfaction scores
Reads each ticket that got a poor rating and writes what went wrong: slow, wrong, unclear or a product problem, with the point in the thread where it turned.
Keeps customersSaves time
ProjectSupport deskSurvey tool
By hand1 hr
With Claude10 min
ProjectSupport deskSurvey tool
You give itTickets with low scores.
You get backA short note per ticket naming the cause and where it went wrong, a pattern across the week, and a draft apology and next step for the customers who should hear from you.
You stillDecide how to coach and whether to contact the customer. A person owns the relationship.
Rewriting your canned replies so they sound like you
Reads your saved replies and rewrites each one to be clear, short and consistent in tone, flagging the ones that are out of date.
Keeps customersSaves time
SkillSupport deskKnowledge base
By hand1 hr 30
With Claude20 min
SkillSupport deskKnowledge base
You give itYour current saved replies and a few examples of tone you like.
You get backA cleaned up set of replies, a list of those that no longer match the product, and a few new ones for the questions that come up most often.
You stillChoose the tone and approve the set. The product expert checks any reply that explains a feature.
Onboarding new customers
The kick-off, the data import and the customer who has gone silent.
6 use cases
Welcome and kick-off pack for a new customer
Reads the order form and the sales notes and drafts the welcome email, the kick-off agenda and the list of what you need from the customer.
Keeps customersSaves time
SkillConnectorCRMEmailSlides
By hand1 hr
With Claude12 min
SkillConnectorCRMEmailSlides
You give itThe order form, the sales notes and your kick-off template.
You get backA welcome email, a kick-off agenda written around what they bought, a checklist of what you need from them with dates, and a summary of what sales promised so nobody is surprised.
You stillRun the kick-off. The first meeting sets how they see you for the rest of the contract.
A success plan from the order form and the sales notes
Turns the goals the customer gave in the sales process into a plan with milestones, owners and the measures you will report back on.
Keeps customersWins work
ProjectSkillCRMSlides
By hand1 hr 30
With Claude15 min
ProjectSkillCRMSlides
You give itThe sales notes, the order form and your plan template.
You get backA plan with the customer's stated goals in their words, the milestones to reach them, what each side must do, the dates that matter and the measures for the first review.
You stillAgree it with the customer. The plan is only worth anything if they have said yes to it.
Checking the customer's data before the import
Reads the customer's export before it is loaded and lists what will fail: missing fields, wrong formats, duplicates and values the system does not accept.
Keeps customersSaves time
CoworkSkillSpreadsheetFile storage
By hand1 hr 30
With Claude15 min
CoworkSkillSpreadsheetFile storage
You give itThe customer's spreadsheet or export and the import specification.
You get backA list of problems by row and column, a cleaned copy with every change recorded, and a short message to the customer saying what they need to fix themselves.
You stillDecide what to change on the customer's behalf. It is their data, so they agree each fix.
Highest value
Spotting an onboarding that has stalled
Compares each onboarding with its plan and flags the ones that have not moved, who is holding it up and what to send.
Keeps customersSaves time
ProjectScheduled taskCS platformCRMMessaging
By hand45 min
With Claude8 min
ProjectScheduled taskCS platformCRMMessaging
You give itThe plan, the checklist status and recent messages.
You get backA list of onboardings behind their dates, who owes what, how long each has been waiting and a draft nudge to the right person that does not sound like a chaser.
You stillDecide whether to pick up the phone. Sometimes a stall means the customer lost their sponsor, and you need to know.
Customer specific guides and training material
Takes your standard training material and rewrites it around the way this customer has configured the product, using their terms and their examples.
Keeps customersSaves time
ProjectSkillSlidesKnowledge base
By hand3 hrs
With Claude40 min
ProjectSkillSlidesKnowledge base
You give itYour standard guides and the customer's configuration notes.
You get backA guide for their users written in their vocabulary, a one page quick start per role, and a list of the places where their setup differs from the standard.
You stillCheck that it matches their set up and run the session. A person who knows the product signs off the steps.
Go-live checklist and sign-off
Builds the go-live checklist from the plan and the configuration, records who confirmed each item, and drafts the sign-off message to the customer.
Keeps customersSaves time
SkillCRME-signature
By hand45 min
With Claude10 min
SkillCRME-signature
You give itThe success plan and the configuration record.
You get backA checklist with each item, who confirmed it and when, any open item with a date to close it, and a draft go-live note that records what was agreed.
You stillMake the call to go live. If something is not ready, say so to the customer before they find out.
Sales, marketing and RevOps
The CRM update, the proposal, the tender and the pipeline commentary.
12 use cases
Highest time
Updating the CRM after a sales call
Takes the call notes and writes the CRM update: stage, next step, who was on the call, what they said about budget, timing and competitors.
Saves time
SkillConnectorCRMCall recording
By hand20 min
With Claude4 min
SkillConnectorCRMCall recording
You give itThe call notes or transcript and your CRM fields.
You get backA complete CRM update in your format, the follow-up email, and a flag where the notes suggest the deal is not where the stage says it is.
You stillChoose the stage. You know whether a polite yes is a real yes.
Writing the weekly pipeline commentary
Reads the pipeline and the deal notes and writes the commentary for the forecast meeting: what moved, what slipped and why, and where the notes do not support the stage.
Saves timeWins work
ProjectScheduled taskCRMSpreadsheet
By hand1 hr 30
With Claude15 min
ProjectScheduled taskCRMSpreadsheet
You give itA pipeline export and the notes on each large deal.
You get backA written commentary by deal and by stage, deals that slipped with the stated reason, deals marked late stage with no recent activity and the changes since last week.
You stillMake the forecast call. The commentary is a view of the notes. You decide what to believe.
First draft of a proposal from the discovery notes
Writes the first draft of a proposal from the discovery call, the order form template and your case studies, in the customer's own words.
Wins workSaves time
ProjectSkillSlidesCRM
By hand2 hrs
With Claude25 min
ProjectSkillSlidesCRM
You give itDiscovery notes, your standard proposal and relevant case studies.
You get backA proposal that restates the customer's problem in their language, matches your product to it, includes the pricing and terms, and lists assumptions that need confirming with them.
You stillSet the price and the pitch. Only you know how much they will pay and what will make them say yes.
Highest time
First pass at an RFP or tender response
Reads the tender, splits it into questions, and drafts answers from your previous responses, product documentation and case studies, with a flag on anything new.
Wins workSaves time
ProjectSkillBid portalFile storage
By hand8 hrs
With Claude2 hrs
ProjectSkillBid portalFile storage
You give itThe tender documents and your earlier responses.
You get backA response outline with every question assigned to an owner, drafted answers marked by source, a compliance matrix, and a list of questions that need a new answer or a decision on whether to bid at all.
You stillDecide whether to bid and approve every claim. A person makes each commitment, and a late wrong answer can lose the contract.
Researching an account before a demo
Reads the prospect's website, filings and news and the notes so far, and writes a short brief so the demo is built around what matters to them.
Wins workSaves time
ProjectClaude in ChromeCRMBrowser
By hand45 min
With Claude8 min
ProjectClaude in ChromeCRMBrowser
You give itThe prospect's name, the notes so far and the product areas to show.
You get backA one page brief covering what they do, how they likely buy, recent news, who is on the call and the product areas to lead with, plus questions worth asking.
You stillGive the demo. You adapt in the room, which a brief cannot do.
Follow-up and mutual action plan after a demo
Writes the follow-up email and the shared plan of next steps from the demo notes, with dates for each side and the questions the buyer raised.
Wins workSaves time
SkillEmailCRM
By hand30 min
With Claude6 min
SkillEmailCRM
You give itThe demo notes and the questions raised.
You get backA follow-up email in your voice, a mutual action plan with steps and owners on both sides, and answers to any technical question that came up in the call.
You stillSend it when it feels right. You know how much chasing a buyer will tolerate.
Writing a customer case study from a call
Turns a recorded call with a happy customer into a case study draft with their quotes, the problem and the result, and the questions you still need to ask.
Wins workSaves time
SkillSlidesCall recording
By hand3 hrs
With Claude35 min
SkillSlidesCall recording
You give itThe call transcript and the numbers the customer gave.
You get backA case study draft with direct quotes, the story in the customer's order, the figures with where each came from, and a short list of claims the customer must confirm in writing.
You stillGet the customer's approval for every figure and quote. Nothing goes live until they have said yes.
Turning a release into an announcement, an email and a post
Takes the release notes and writes the customer announcement, the email to the base and the post for your channels, each in a different voice.
Wins workSaves time
SkillEmailSlides
By hand1 hr 30
With Claude20 min
SkillEmailSlides
You give itThe release notes and your tone of voice guide.
You get backAn announcement page, a customer email, a short post for each channel and a line sales can use, all consistent about what has shipped and what has not.
You stillCheck that every claim is true of what shipped. Marketing and product agree what to emphasise.
Reading win and loss notes for patterns
Reads the notes on won and lost deals and groups the reasons, the competitors named and the objections that came up, with quotes.
Wins workSaves time
ProjectCRM
By hand2 hrs
With Claude20 min
ProjectCRM
You give itDeal notes and closed lost reasons from the CRM.
You get backA summary of why you win and lose with counts and quotes, the objections that recur, where reps record a reason that does not match the notes, and the questions worth asking in the next call.
You stillDecide what to do about it. A pattern in the notes tells you where to look. It does not tell you what to change.
Writing and testing lead routing and scoring rules
Turns your plain description of how leads should be routed into the rule logic, then tests it against past leads and lists the ones it would have sent somewhere surprising.
Saves timeYou own it
CoworkSkillCRMSpreadsheet
By hand3 hrs
With Claude40 min
CoworkSkillCRMSpreadsheet
You give itYour routing policy and an export of recent leads.
You get backDraft rules in the form your system takes, a test run showing where past leads would have gone, and a list of edge cases that need a decision.
You stillDecide the policy and approve the rules. It does not change a live system on its own.
Checking commission statements against closed deals
Matches each closed deal to the commission plan and the payment terms and shows where the statement differs from what the rules say.
Saves time
CoworkSkillCRMSpreadsheetPayroll software
By hand3 hrs
With Claude30 min
CoworkSkillCRMSpreadsheetPayroll software
You give itThe commission plan, closed deals and last statements.
You get backA reconciliation by person and deal showing the amount the plan gives, the amount on the statement, and the cases that fall outside the rules, with the clause that applies.
You stillDecide the exceptions. Only the sales leader and finance agree an amount that is not in the plan.
Keeping competitor notes current
Reads competitors' pricing pages, release notes and reviews and updates your comparison notes, marking what changed and what sales should say about it.
Wins workSaves time
ProjectClaude in ChromeBrowserReview sites
By hand1 hr 30
With Claude15 min
ProjectClaude in ChromeBrowserReview sites
You give itLinks to competitor pages and your current notes.
You get backAn updated comparison with each change dated and sourced, claims to stop making, new objections to expect and a short summary for the sales team.
You stillDecide your position. It reports what competitors say publicly, and it never claims to know their roadmap.
Billing, collections and the close
Payouts, failed payments, the month end and the R&D claim.
15 use cases
Highest time
Reconciling payment provider payouts to invoices
Matches each payout from the payment provider to the invoices and fees behind it, and lists the ones that do not agree.
Saves time
CoworkSkillPaymentsAccountingSpreadsheet
By hand4 hrs
With Claude30 min
CoworkSkillPaymentsAccountingSpreadsheet
You give itThe payout report, invoices and the bank statement.
You get backA reconciliation showing every payout matched to invoices, fees and refunds, unmatched items with a likely reason, and a draft of the journal entries.
You stillApprove the entries and decide what to write off. The finance lead owns the books.
Highest value
Matching bookings in the CRM to what billing issued
Compares closed deals in the CRM with invoices and subscriptions in billing and lists every difference in amount, date, term or customer.
Saves timeKeeps customers
CoworkSkillCRMBilling systemSpreadsheet
By hand4 hrs
With Claude35 min
CoworkSkillCRMBilling systemSpreadsheet
You give itA CRM export of closed deals and a billing export.
You get backA list of deals with no invoice, invoices with no deal, price mismatches, term mismatches and renewals billed at the wrong rate, each with the source row.
You stillDecide which record is right. The account owner and finance agree what was sold.
Checking revenue recognition on new and changed contracts
Reads each new or amended contract against your recognition policy and drafts the schedule, flagging terms that could change how the revenue is treated.
Saves time
ProjectSkillAccountingSpreadsheetFile storage
By hand2 hrs
With Claude25 min
ProjectSkillAccountingSpreadsheetFile storage
You give itThe contract, your recognition policy and the order form.
You get backA draft recognition schedule per contract, the clauses that affect timing such as acceptance, free periods or usage based fees, and a list of contracts where the policy does not obviously apply.
You stillMake the accounting judgement. The finance lead and the auditor decide the treatment, and this does the reading.
Highest time
Chasing failed payments
Reads the failed payment list and writes a message to each customer that fits their history, the plan they are on and how many times the payment has failed.
Keeps customersSaves time
SkillScheduled taskBilling systemEmail
By hand1 hr
With Claude10 min
SkillScheduled taskBilling systemEmail
You give itThe failed payment list and account notes.
You get backA set of messages with different wording for a first failure, a repeat failure and a high value account, a list of accounts to call, and a record of what was sent.
You stillDecide when to stop trying and when to call. For a customer you want to keep, you pick up the phone.
Chasing overdue invoices in the right tone
Writes the chase for each overdue invoice using the customer's history, the contract terms and, where the contract says so, statutory interest for late business payments.
Saves timeKeeps customers
SkillAccountingEmail
By hand1 hr 30
With Claude20 min
SkillAccountingEmail
You give itThe aged debtors list, contracts and payment history.
You get backA message for each overdue invoice in a tone that fits the customer, the invoices where a query rather than a delay is the likely reason, and a note of those where interest is due under the contract.
You stillDecide how hard to push. For a customer you want to keep, you decide whether to call or to leave it.
Highest time
Month-end commentary on the numbers
Reads the management accounts against budget and last month and writes the commentary explaining each variance, asking the owner when it cannot tell.
Saves time
ProjectSkillAccountingSpreadsheet
By hand3 hrs
With Claude30 min
ProjectSkillAccountingSpreadsheet
You give itThe management accounts, the budget and the previous commentary.
You get backA draft commentary by line with the size of each variance, the likely cause from the ledger, a question for the budget owner where the cause is unclear, and a short summary for the leadership team.
You stillOwn the explanation. The finance lead checks each one against what actually happened.
Checking supplier invoices against orders and contracts
Reads supplier invoices against the order or contract and flags price rises, renewals you did not approve and duplicate charges.
Saves timeYou own it
CoworkSkillAccountingSpend management
By hand1 hr 30
With Claude15 min
CoworkSkillAccountingSpend management
You give itSupplier invoices and the contracts or orders behind them.
You get backA list of invoices that do not match their order, price rises, auto renewals, duplicates and subscriptions with no current owner.
You stillDecide what to dispute or cancel. The budget owner agrees every change.
Keeping evidence for sales to overseas businesses
Checks each sale to a customer outside the UK for the evidence you need: that the customer is in business and where they are, such as a VAT number, and lists the gaps.
Saves time
CoworkSkillAccountingBilling systemSpreadsheet
By hand1 hr 30
With Claude15 min
CoworkSkillAccountingBilling systemSpreadsheet
You give itInvoices for overseas customers and the customer records.
You get backA list of overseas sales with the evidence held for each, the ones where the customer's business status or location is not on file, and a draft message asking for it.
You stillDecide the VAT treatment. Your accountant confirms how it applies to your type of software and each customer.
Highest value
Drafting R&D project narratives from the engineering record
Reads the project's tickets, design documents and sprint notes and drafts the description the claim form asks for: the baseline, the advance sought, the uncertainties and how they were resolved.
You give itTickets, design documents and sprint notes for each project.
You get backA draft narrative for each project in the form's structure, quotes from the engineering record that back each uncertainty, and a list of gaps where the record does not show what was tried.
You stillJudge whether the work was an advance. A competent professional in your company says so, and your adviser decides the claim.
Building the R&D cost pack
Takes payroll, supplier invoices and timesheet or estimate data and builds the cost schedule by project, flagging items that do not qualify and costs you have not yet paid.
Saves time
CoworkSkillPayroll softwareAccountingSpreadsheet
By hand5 hrs
With Claude1 hr
CoworkSkillPayroll softwareAccountingSpreadsheet
You give itPayroll export, supplier invoices and the project list.
You get backA cost schedule by project with each line traced to its source, a list of cost types that need your adviser's view, and a note where a payment date could affect the claim.
You stillAgree the staff time split and sign the claim. Your adviser checks what qualifies.
Building the budget and the reforecast from your assumptions
Takes your assumptions on hiring, pricing, churn and costs and builds the budget model, then updates it each quarter and shows what changed and why.
Saves time
CoworkSkillSpreadsheetAccounting
By hand8 hrs
With Claude1 hr 30
CoworkSkillSpreadsheetAccounting
You give itLast year's numbers and your assumptions.
You get backA budget and cash model built from your assumptions with the formulas visible, a variance view against last quarter, and a list of assumptions that have moved furthest from the actuals.
You stillSet the assumptions. The model is arithmetic, and the judgement about the year ahead is yours.
Highest value
A 13 week cash forecast from invoices and renewals
Builds the cash forecast from invoices due, renewals coming, payroll and supplier payments, and shows which customers' late payment would hurt most.
Saves time
CoworkSkillScheduled taskAccountingSpreadsheetBilling system
By hand3 hrs
With Claude30 min
CoworkSkillScheduled taskAccountingSpreadsheetBilling system
You give itThe aged debtors list, the renewal calendar, payroll and supplier commitments.
You get backA week by week cash view for the next quarter, the customers whose payment timing matters most, and a sensitivity showing the effect of a late renewal.
You stillDecide what to do if cash tightens. The forecast shows the position, and you choose the response.
Checking expense claims against policy
Reads expense claims and receipts against your policy and flags missing receipts, claims over limits, duplicates and items that need a second approver.
Saves time
SkillSpend managementAccounting
By hand1 hr
With Claude10 min
SkillSpend managementAccounting
You give itThe claims, receipts and your expense policy.
You get backA list of claims with the policy point each one touches, items to query with a draft message to the claimant, and a summary by cost centre.
You stillDecide what to approve. A manager signs off anything outside the policy.
Accruals and prepayments schedule
Builds the accruals and prepayments schedule from supplier invoices and contracts and shows what rolls forward from last month.
Saves time
CoworkSkillAccountingSpreadsheet
By hand1 hr 30
With Claude15 min
CoworkSkillAccountingSpreadsheet
You give itSupplier contracts and invoices and last month's schedule.
You get backA schedule with each item, its basis and the entry, the items that changed from last month, and a list of expected costs with no invoice yet.
You stillApprove the numbers. The finance lead is responsible for the accounts.
Answering a customer's invoice query
Reads the customer's question and their billing history and drafts the reply that explains the charge, with the contract term that backs it.
Keeps customersSaves time
SkillBilling systemEmail
By hand30 min
With Claude6 min
SkillBilling systemEmail
You give itThe query, the invoice and the contract.
You get backA reply that explains each line in plain language, the contract clause that applies, and a credit note draft for finance where the customer is right.
You stillDecide whether to credit. A person agrees any concession.
Board, investors and the forecast
The pack, the update and the one ARR figure everyone can defend.
9 use cases
Highest time
Assembling the board pack from the numbers
Pulls the financials, the metrics and each function's update into the pack, checks the figures agree across pages, and drafts the summary paper.
Saves time
ProjectSkillSlidesSpreadsheetAccounting
By hand8 hrs
With Claude1 hr 30
ProjectSkillSlidesSpreadsheetAccounting
You give itThe management accounts, the metrics and each head's update.
You get backA complete draft pack with figures cross-checked between pages, a list of numbers that do not agree with last month's pack, a first draft of the CEO paper and the questions the board is likely to ask.
You stillDecide what the board needs to hear. The framing and the hard messages are yours.
The monthly or quarterly investor update
Turns the latest numbers and your notes into the investor update in the same format each time, with last period's figures alongside.
Saves time
SkillEmailSpreadsheet
By hand2 hrs
With Claude25 min
SkillEmailSpreadsheet
You give itThe latest metrics and your notes on the period.
You get backAn update with headline metrics against last period, wins, problems and the specific asks, in a consistent layout so investors can compare month on month.
You stillSay how it really is. Investors trust a founder who reports the bad month plainly.
Highest value
Reconciling ARR, churn and retention across systems
Compares the revenue and retention figures in billing, the CRM and the finance system and lists each place they disagree and the likely reason.
Saves timeKeeps customers
CoworkSkillBilling systemCRMSpreadsheet
By hand4 hrs
With Claude35 min
CoworkSkillBilling systemCRMSpreadsheet
You give itExports from billing, the CRM and the accounts.
You get backA reconciliation of ARR, churn and net and gross retention across the systems, each difference traced to a customer or a definition, and the corrected figure you can defend.
You stillDecide the definition and own the number. Investors will ask how it is calculated, and you must be able to say.
Writing down how each metric is defined
Reads how your reports calculate each metric and writes a plain definition, so everyone who quotes ARR or churn means the same thing.
Saves timeYou own it
ProjectSpreadsheetFile storage
By hand1 hr 30
With Claude20 min
ProjectSpreadsheetFile storage
You give itYour reports and any existing definitions.
You get backA one page definitions sheet showing each metric, how it is calculated, which system it comes from and where two teams use the same word for different things.
You stillChoose the definitions. They are policy, and someone senior has to own them.
Highest value
The questions the board will ask, before you walk in
Reads your pack the way a sceptical non-executive would and lists the questions they are likely to ask, with where the pack does not yet answer them.
Saves time
ProjectSlidesFile storage
By hand1 hr
With Claude10 min
ProjectSlidesFile storage
You give itThe draft pack and the last board minutes.
You get backA list of the likely questions ranked by how awkward they are, the pages that do not answer them, and the figures a board member could check against last time.
You stillDecide what to say. It finds the awkward questions, and you decide how to handle them.
Minutes and the action tracker
Writes the minutes from the recording or notes, lists decisions and actions with owners and dates, and updates the tracker.
Saves time
SkillCall recordingBoard portal
By hand1 hr 30
With Claude15 min
SkillCall recordingBoard portal
You give itThe recording or your notes and the previous tracker.
You get backDraft minutes in your format, an updated action tracker, and a list of actions from earlier meetings that are overdue.
You stillThe chair approves the minutes. Decisions are only recorded as the board made them.
Answering due diligence requests from the data room
Reads an investor's or buyer's request list, finds the document that answers each one, flags the gaps, and drafts the explanations that go with them.
Saves timeWins work
ProjectSkillData roomFile storage
By hand8 hrs
With Claude2 hrs
ProjectSkillData roomFile storage
You give itThe request list and your document store.
You get backA tracker with each request matched to a document or marked as missing, drafted answers to written questions, documents that contradict each other, and a list of items to fix before anyone else sees them.
You stillDecide what to disclose and how to explain it. Your lawyer reviews anything that is a representation.
Lender and covenant reporting
Reads the facility agreement and builds the compliance certificate and the calculations the lender asks for from your accounts.
Saves time
ProjectSkillAccountingSpreadsheet
By hand2 hrs
With Claude20 min
ProjectSkillAccountingSpreadsheet
You give itThe facility agreement and the management accounts.
You get backA covenant calculation with each input traced to the accounts, the headroom against each test and a draft of the certificate.
You stillSign the certificate. A director certifies it, so someone senior checks every figure.
Turning the plan into quarterly goals and tracking them
Takes the annual plan and the board's priorities and drafts goals for each function with the measure and the source of the data for each, then reports progress.
Saves time
ProjectScheduled taskSpreadsheetSlides
By hand2 hrs
With Claude25 min
ProjectScheduled taskSpreadsheetSlides
You give itThe annual plan and each function's draft goals.
You get backA set of quarterly goals per function with a measure and a source, any that overlap or conflict, and a progress report built from the data each week.
You stillAgree the goals with each head. Goals only work when the person who owns them has chosen them.
Data protection and compliance
Subject access, the complaints duty and a calendar that keeps moving.
16 use cases
Highest value
Handling a subject access request
Logs the request, lists the systems to search, drafts the search record and the covering letter, and builds the redaction schedule from what the search found.
Saves time
ProjectSkillFile storageEmail
By hand4 hrs
With Claude1 hr
ProjectSkillFile storageEmail
You give itThe request and your list of systems holding personal data.
You get backA request log with the one month clock, a list of systems to search with the reasoning for the scope, a redaction schedule with the reason for each, and a draft covering letter.
You stillDecide the scope and what to disclose. The search only has to be reasonable and proportionate, and the judgement on what that means is yours.
Highest value
Writing the data protection complaints procedure
Drafts the procedure the law has required since 19 June 2026: an electronic way to complain, an acknowledgement within 30 days and a response without undue delay.
Saves time
ProjectSkillFile storage
By hand4 hrs
With Claude45 min
ProjectSkillFile storage
You give itYour privacy notice and how you handle complaints today.
You get backA complaints procedure, the web form wording, an acknowledgement template and a response template, with the log fields a regulator could ask to see.
You stillApprove it and name who handles complaints. Someone must keep it up to date as the guidance changes.
Logging and answering a data protection complaint
Logs the complaint, drafts the acknowledgement for the 30 days, collects the facts from the systems and drafts the response.
Saves time
SkillEmailFile storage
By hand1 hr 30
With Claude20 min
SkillEmailFile storage
You give itThe complaint and what you hold on the person.
You get backA log entry with the dates, a draft acknowledgement, a summary of what the systems show and a draft response, with anything that suggests the regulator would want to hear about it.
You stillDecide the outcome. Whether the complaint is justified is a decision for you or your privacy adviser.
Keeping the record of processing up to date
Compares your record of processing with the systems you actually use and lists what is missing, what is out of date and which processing has no lawful basis written down.
Saves time
ProjectSkillSpreadsheetFile storage
By hand4 hrs
With Claude45 min
ProjectSkillSpreadsheetFile storage
You give itYour record of processing and the current list of systems and suppliers.
You get backAn updated record with new systems added, retired ones removed, a list of entries with no stated purpose or retention period, and the places where the record and your privacy notice disagree.
You stillDecide the lawful basis for each activity. A privacy adviser reviews anything involving sensitive data.
Updating the privacy notice and the cookie notice
Compares your privacy and cookie notices with what you now collect and the suppliers you use and drafts the changes, including for the cookie exemptions in force since February 2026.
Saves time
ProjectSkillFile storage
By hand2 hrs
With Claude25 min
ProjectSkillFile storage
You give itYour notices, your record of processing and your cookie list.
You get backA marked up notice showing what to add or remove, a cookie table with the purpose of each, and a list of places where the product collects something the notice does not mention.
You stillApprove the wording. The notice is a statement to everyone whose data you hold, and a privacy adviser reviews it.
Breach log and the decision record
Writes up an incident as it unfolds, records what was known when, and drafts the record of the decision on whether to tell the regulator and the people affected.
Saves time
SkillFile storageMessaging
By hand1 hr
With Claude12 min
SkillFile storageMessaging
You give itThe incident notes and the systems involved.
You get backA timestamped log, a summary of what data and how many people, the reasoning for each decision and a draft of any notification for you to decide on.
You stillMake the decision on notifying. Do not delay it for the draft, and take advice early.
Drafting the data protection impact assessment
Reads the feature specification and drafts the impact assessment: what data, why, who can see it, the risks and the measures that reduce them.
Saves time
ProjectSkillFile storage
By hand4 hrs
With Claude45 min
ProjectSkillFile storage
You give itThe feature specification and your record of processing.
You get backA draft assessment in your template with the data flows described, risks listed with the measures against each, and the questions the product team still has to answer.
You stillDecide whether the risk is acceptable. The decision, and whether to consult the regulator, belongs to you with your privacy adviser.
Data protection fee and the register entry
Checks the renewal date, your fee tier and the register details, and drafts next year's reminder. The regulator became the Information Commission on 30 September 2026.
Saves time
SkillScheduled taskCalendarFile storage
By hand20 min
With Claude5 min
SkillScheduled taskCalendarFile storage
You give itYour register entry and your headcount and turnover.
You get backA short note with the renewal date, the tier that applies, any details that have changed and a diary entry for next year.
You stillPay the fee and confirm the details. It checks the dates so nothing lapses.
Companies House filings and identity verification
Keeps a list of what each director and person with significant control still has to verify and file, and drafts the reminders. Existing directors verify through the confirmation statement.
Saves time
SkillScheduled taskCompanies HouseCalendar
By hand45 min
With Claude10 min
SkillScheduled taskCompanies HouseCalendar
You give itYour director list and the dates from Companies House.
You get backA table of each person, whether they are verified, what is due and by when, with a draft message to each person who still has to act.
You stillDo the verification and file. Each person has to verify themselves.
Checking which thresholds you now cross
Compares your headcount, turnover and balance sheet with the thresholds in the law that depend on them and lists what switches on, what is close and what applies from when.
Saves time
ProjectSpreadsheetAccounting
By hand1 hr 30
With Claude15 min
ProjectSpreadsheetAccounting
You give itYour headcount, turnover and balance sheet figures.
You get backA table of the rules whose threshold you are near or have passed, the date each applies from, who owns it and the document each one needs, with a flag on anything within reach next year.
You stillConfirm the figures and the application with your accountant or lawyer. A rule applies on its own wording, not on a summary.
Failure to prevent fraud procedures
Drafts the fraud risk assessment and the prevention procedures for a company that meets two of the three size tests, covering staff, agents and resellers.
Saves time
ProjectSkillFile storageSpreadsheet
By hand5 hrs
With Claude1 hr
ProjectSkillFile storageSpreadsheet
You give itYour sales channels, partners, finance process and policies.
You get backA risk assessment by area, a draft procedures document, a list of the associated people it covers and the training and monitoring records you would need to show.
You stillOwn the risk judgement. The board sets the tone, and a lawyer confirms whether the offence applies to you.
Modern slavery statement and gender pay gap report
Collects the figures and the supplier information and drafts the statement and the pay gap report from your data, when you reach the turnover or headcount that requires them.
Saves time
ProjectSkillPayroll softwareSpreadsheet
By hand4 hrs
With Claude45 min
ProjectSkillPayroll softwareSpreadsheet
You give itYour supplier list, payroll data and last year's statement.
You get backA draft statement based on last year's with changes marked, supplier risk notes, and a pay gap calculation from your payroll with the method set out.
You stillThe board approves the statement and a director signs it. Check the thresholds apply to you first.
Updating policies when the law changes
Reads a change in the law or guidance and your current policy and lists the paragraphs that no longer fit, with suggested wording.
Saves time
ProjectSkillFile storage
By hand2 hrs
With Claude25 min
ProjectSkillFile storage
You give itYour current policy and the new rule or guidance.
You get backA marked up policy with each change and the reason, a note on what the rule says and when it applies, and a short message to staff about what is different.
You stillApprove the change. Check the source yourself before anything is published as your position.
Reading what is coming, and what it means for you
Reads new laws, regulator notices and bills going through Parliament and writes a short note on whether each reaches a company like yours, and by when.
Saves time
ProjectScheduled taskBrowser
By hand1 hr 30
With Claude15 min
ProjectScheduled taskBrowser
You give itThe sources you want watched and a description of your business.
You get backA short monthly note listing what is new, what changed since last month, what is not law yet, and any date that has moved.
You stillCheck anything that matters against the source. It tells you where to look. It does not give you legal advice.
Preparing for the consumer subscription rules
Reads your sign-up flow, renewal reminders and cancellation route against the consumer subscription rules, now expected to apply from spring 2027, and lists what to change.
Saves time
ProjectSkillBilling systemEmail
By hand3 hrs
With Claude35 min
ProjectSkillBilling systemEmail
You give itYour sign-up and cancellation screens and your renewal emails.
You get backA list of gaps in the sign-up, reminder and cancellation steps, draft wording for the reminders and a plan of what to change before the rules start.
You stillDecide the changes and take advice. The rules apply to consumers, so business to business sales are outside them.
Keeping a register of overseas data transfers
Lists where personal data goes outside the UK, the legal route for each transfer and the date it needs reviewing, including the EU adequacy decision, which runs to December 2031.
Saves time
ProjectSpreadsheetFile storage
By hand1 hr 30
With Claude15 min
ProjectSpreadsheetFile storage
You give itYour record of processing and your supplier list.
You get backA transfer register with each destination, the route relied on, the contract that backs it and a review date.
You stillDecide whether to keep a supplier. Your privacy adviser confirms the route for any new country.
Selling to the public sector
Registration, declarations, G-Cloud and the evidence buyers ask for.
9 use cases
Registering on the Central Digital Platform
Collects the core supplier information, from your latest accounts and your connected people, and keeps it up to date before every tender and award.
Wins workSaves time
ProjectSkillProcurement portalFile storage
By hand2 hrs
With Claude25 min
ProjectSkillProcurement portalFile storage
You give itYour accounts, your director and shareholder list and past contracts.
You get backA completed set of supplier information, a checklist of what must be refreshed before each bid, and a change log that shows when something moved.
You stillConfirm every entry is true. A director is responsible for what is declared.
Exclusion declarations and the five year look back
Walks through the grounds a buyer can exclude you on and drafts the declaration from what you tell it, with the five year look back set out for each.
Wins workSaves time
ProjectSkillProcurement portal
By hand1 hr 30
With Claude20 min
ProjectSkillProcurement portal
You give itYour company history and any past findings or disputes.
You get backA completed declaration, the grounds that need a closer look with the dates, a draft of any self-cleaning evidence and a list of the people the questions cover.
You stillDecide what to declare. Take legal advice on any ground that might apply, because a wrong declaration can lose the contract.
G-Cloud service descriptions, pricing and security statement
Drafts the service description, the pricing document and the security statement for each service from your product documentation, in the format the framework asks for.
Wins workSaves time
ProjectSkillBid portalFile storage
By hand5 hrs
With Claude1 hr
ProjectSkillBid portalFile storage
You give itYour product documentation, price list and security policies.
You get backA service description in the framework's structure, a pricing document, a security statement and a list of claims to check against the product. G-Cloud 15 began on 6 August 2026.
You stillApprove every claim. The description is a commitment to every buyer who finds you on the framework.
Evidence for a buyer who requires Cyber Essentials
Reads what the buyer asks for and lists the evidence you hold: the certificate, its scope and any equivalent controls, with what is missing.
Wins workSaves time
SkillBid portalFile storage
By hand1 hr 30
With Claude20 min
SkillBid portalFile storage
You give itThe tender wording and your certificates.
You get backA list of what the buyer asks for matched to your certificates, any gap in scope, the renewal date against the contract length and a draft answer for the response.
You stillDecide whether to certify or rely on equivalent controls. The buyer decides whether equivalent controls are enough.
Cloud Security Principles statement
Drafts how each of the NCSC's Cloud Security Principles is met for each service, from your policies and architecture notes.
Wins workSaves time
ProjectSkillFile storageBid portal
By hand4 hrs
With Claude45 min
ProjectSkillFile storageBid portal
You give itYour security policies and architecture notes.
You get backA statement per principle with the evidence for each, the ones you meet only in part with what is planned, and a list of statements that need a technical check.
You stillApprove each statement. Your security lead signs off every claim.
Accessibility statement and conformance evidence
Drafts the accessibility statement and conformance summary from your audit and lists what you plan to fix, in the form public buyers ask for.
Wins workSaves time
ProjectSkillFile storageBid portal
By hand3 hrs
With Claude35 min
ProjectSkillFile storageBid portal
You give itYour latest accessibility audit and your fix plan.
You get backA statement describing conformance and known gaps, a remediation plan with dates, and a list of buyer questions it answers.
You stillApprove it and keep the dates. The duty sits with the public body, so what you say flows into theirs.
Completing the data protection schedule
Fills in the data protection schedule from your record of processing: the subject matter, duration, data types, who it concerns, transfers and what happens on exit.
Wins workSaves time
SkillFile storage
By hand1 hr 30
With Claude20 min
SkillFile storage
You give itThe buyer's schedule and your record of processing.
You get backA completed schedule, anything that does not match your actual processing, and a list of points where you are being asked to take on more than a processor should.
You stillDecide what to accept. A lawyer reads anything that adds liability.
Highest value
Reading the tender and saying whether to bid
Reads the tender and lists the mandatory requirements, the evidence needed, the deadlines and the contract terms that worry you, with a view on whether you can meet them.
Wins workSaves time
ProjectSkillBid portalFile storage
By hand3 hrs
With Claude30 min
ProjectSkillBid portalFile storage
You give itThe tender documents and your list of certificates and past work.
You get backA short summary with every mandatory requirement marked as met or not, the evidence you would need to find, the deadlines and the contract terms that carry cost or risk.
You stillDecide whether to bid. The time a bid takes is large, so say no early to the ones you cannot win.
Listing subcontractors and sub-processors for a bid
Lists every supplier who would touch the work or the data and checks each against your sub-processor list and the buyer's questions.
Wins workSaves time
SkillFile storageSpreadsheet
By hand1 hr
With Claude10 min
SkillFile storageSpreadsheet
You give itYour supplier list and the buyer's questions.
You get backA list of subcontractors and sub-processors with what each does and where, any that are not on your published list, and the declarations the buyer asks for.
You stillConfirm the list is complete. You are responsible for what your suppliers do.
Releases, incidents and documentation
Release notes, outage updates and the docs that fall behind.
9 use cases
Highest time
Release notes for customers from the merged changes
Reads the changes that shipped and writes release notes in customer language, grouped by what the customer will notice, with anything that needs action called out.
Keeps customersSaves time
SkillConnectorIssue trackerCode repositoryKnowledge base
By hand1 hr 30
With Claude20 min
SkillConnectorIssue trackerCode repositoryKnowledge base
You give itThe list of merged changes and the ticket text.
You get backCustomer release notes with headline changes, fixes, anything that changes how people work or needs action, and a shorter internal version for support and sales.
You stillCheck it matches what shipped. Product signs off every line because customers rely on what the notes say.
Incident updates to customers while it is happening
Drafts the status updates in plain language from the engineers' notes, in the same format each time, with what is known, what is not and when the next update is due.
Keeps customersSaves time
SkillStatus pageMessaging
By hand30 min
With Claude6 min
SkillStatus pageMessaging
You give itThe incident channel and your status update format.
You get backA draft update at each step, a version for the status page and a version for the account owners to send to their large customers.
You stillApprove every update. What you say in an outage is the one thing customers remember.
Highest value
First draft of the incident review
Builds the timeline from the incident channel, the alerts and the tickets, and drafts the review: what happened, the impact, the causes and the actions.
Keeps customersSaves time
ProjectSkillMessagingIssue trackerStatus page
By hand3 hrs
With Claude40 min
ProjectSkillMessagingIssue trackerStatus page
You give itThe incident channel, alerts and tickets.
You get backA timeline with sources, an impact summary by customer, a draft of contributing causes written without blame, a list of actions with suggested owners and a customer-safe version.
You stillFind the real cause. Only the people who were there know why a decision was made.
Finding the documentation a release has made wrong
Compares the release changes with your help articles and product docs and lists the pages that now describe something that no longer works that way.
Keeps customersSaves time
ProjectKnowledge baseIssue tracker
By hand1 hr 30
With Claude15 min
ProjectKnowledge baseIssue tracker
You give itThe release notes and your documentation.
You get backA list of pages that are probably wrong, what changed, a suggested edit for each, and pages that mention features that were removed.
You stillApprove the edits. Someone who knows the product reads them first.
Turning customer requests into a ranked list with evidence
Reads feature requests from tickets, calls and the sales notes, merges the duplicates and lists the customers behind each one with their own words.
Keeps customersSaves time
ProjectFeedback toolSupport deskCRM
By hand2 hrs
With Claude20 min
ProjectFeedback toolSupport deskCRM
You give itRequests from tickets, call notes and sales notes.
You get backA ranked list of requests with how many accounts asked, their size and renewal dates, quotes, and the requests that sound different but are the same problem.
You stillDecide the roadmap. It counts the asks. Product decides what to build.
Roadmap update for customers and sales
Rewrites the internal roadmap for customers and for the sales team, leaving out dates you cannot promise and flagging claims that are not safe to make.
Keeps customersWins workSaves time
SkillSlidesIssue tracker
By hand1 hr 30
With Claude15 min
SkillSlidesIssue tracker
You give itThe internal roadmap and what you have promised before.
You get backA customer version and a sales version, a list of items that have slipped since last time, and wording that sets expectations without committing to a date.
You stillDecide what to say about the future. Product and sales agree what can be promised.
Monthly uptime and service report for customers
Builds the monthly service report from the incident records and your monitoring, in the format each customer's contract asks for.
Keeps customersSaves time
SkillScheduled taskStatus pageProduct analytics
By hand1 hr 30
With Claude15 min
SkillScheduled taskStatus pageProduct analytics
You give itIncident records and the monitoring export.
You get backA report per customer showing uptime against their commitment, each incident that counted, any credit due and a short note for the account owner.
You stillApprove each report. For a large customer the account owner decides how to present a bad month.
Notice of a breaking change or a feature being removed
Works out which customers use the thing, drafts the notice with the dates the contract requires and writes the migration steps.
Keeps customersSaves time
ProjectSkillProduct analyticsCRMKnowledge base
By hand1 hr 30
With Claude15 min
ProjectSkillProduct analyticsCRMKnowledge base
You give itUsage data, contracts and the technical change.
You get backA list of affected customers with how they use it, a notice in plain language with the dates, a migration guide and a note for each large account owner.
You stillDecide whether to proceed. For a large customer, a person calls before the email arrives.
Summarising beta feedback
Reads all the feedback from a beta programme and groups it into themes, with quotes and who said it, and flags comments that point to a bug rather than an opinion.
Keeps customersSaves time
ProjectSurvey toolFeedback tool
By hand2 hrs
With Claude20 min
ProjectSurvey toolFeedback tool
You give itSurvey answers, emails and call notes from the beta.
You get backA summary by theme, bugs separated from requests, the accounts most positive and most negative, and a list of questions to ask in a follow-up.
You stillDecide what the feedback means for the release. The participants are your customers, so a person answers them.
People operations
Hiring paperwork, the handbook and the records the law now expects.
11 use cases
Job adverts and scorecards
Writes the job advert and the interview scorecard from your description of the role, in plain language, with the must haves separated from the nice to haves.
Saves time
SkillHR systemEmail
By hand1 hr
With Claude12 min
SkillHR systemEmail
You give itYour notes on the role and the team.
You get backAn advert, a scorecard with the questions for each stage, and a list of requirements that could put off good candidates without being needed.
You stillDecide what the role really is. The hiring manager owns the bar.
Summarising each application against the scorecard
Summarises each application against your written scorecard, quoting what the person has said, so the first read is quicker and more even.
Saves time
ProjectHR system
By hand3 hrs
With Claude40 min
ProjectHR system
You give itThe scorecard and the applications.
You get backA short summary per application with the evidence quoted against each criterion and gaps in the information, with no ranking of people.
You stillChoose who to interview. A person reads and decides every application, and the summaries do not replace that.
Offer letters and contracts from the template
Fills the offer letter and the contract from the agreed terms and checks every figure and date against the offer email.
Saves time
SkillHR systemE-signature
By hand30 min
With Claude6 min
SkillHR systemE-signature
You give itThe agreed terms and your templates.
You get backA letter and contract with every figure traced to the offer, a list of anything unusual and a short checklist for the person sending it.
You stillAgree the terms and sign. It does not decide the salary.
Right to work check records and the expiry diary
Keeps the record of each check: the date, the document type and the copy, and a diary of follow-up checks for anyone with time limited permission.
Saves time
SkillScheduled taskHR systemCalendar
By hand30 min
With Claude6 min
SkillScheduled taskHR systemCalendar
You give itThe check records and your staff list.
You get backA register with the date of each check, the date any follow-up is due and a draft reminder to the manager, with records kept for the length of employment and two years after.
You stillCarry out the check. The employer must do or arrange it to have the legal excuse.
Onboarding plan and first week for a new starter
Builds the plan for a new starter's first weeks from the role, the team and your standard checklist, with who does what and when.
Saves time
SkillHR systemCalendar
By hand1 hr 30
With Claude15 min
SkillHR systemCalendar
You give itThe role description and your onboarding checklist.
You get backA first week plan, a checklist for the manager and IT, the introductions to arrange and the documents the new person should read.
You stillWelcome them. How a new person feels in week one is up to the people around them.
Highest value
Updating the handbook for the Employment Rights Act
Reads your handbook and contracts against the dates the Act brings in and lists the paragraphs to change, from day one sick pay to the statement about joining a union due from January 2027.
Saves time
ProjectSkillHR systemFile storage
By hand3 hrs
With Claude35 min
ProjectSkillHR systemFile storage
You give itYour handbook, contracts and the government timeline.
You get backA marked up handbook with each change, the date it applies from, a note to staff and a calendar of the changes that are still to come.
You stillApprove the changes and take advice on the wording. The dates move, so someone keeps the calendar.
The record of reasonable steps to prevent sexual harassment
Drafts the policy, the risk assessment, the training record and the reporting route you would show to prove you took all reasonable steps, including for harassment by customers and partners.
Saves time
ProjectSkillHR systemFile storage
By hand3 hrs
With Claude35 min
ProjectSkillHR systemFile storage
You give itYour policies, how you work with customers and your training records.
You get backA policy, a risk assessment covering staff and third parties, a training log, a reporting route and a calendar for review.
You stillOwn the steps and carry them out. The record only helps if the steps were real, and the content may change as the rules are set.
Performance and conduct records that hold at six months
Turns manager notes into clear dated records of performance and conduct, so that a decision at six months is backed by what was said earlier.
Saves time
ProjectSkillHR system
By hand1 hr 30
With Claude20 min
ProjectSkillHR system
You give itManager notes, one to one summaries and feedback.
You get backA dated record per person from the notes, a list of people with no recent record, and a draft of the feedback conversation for the manager.
You stillJudge the person. The records support a decision and do not make it.
Summarising review and feedback input
Reads the feedback gathered for each person and writes a summary of the themes with quotes, and flags where feedback does not match the rating.
Saves time
ProjectHR systemSurvey tool
By hand3 hrs
With Claude35 min
ProjectHR systemSurvey tool
You give itThe feedback and the review form.
You get backA summary per person of strengths and development areas in the words of the people who gave the feedback, and a list of inconsistent ratings for a calibration meeting.
You stillDecide the rating and have the conversation. Reviewers sign off their own words.
Leaver checklist and the list of access to remove
Builds the leaver checklist from the person's role and the systems they used, and lists every account, licence and shared password to remove or hand over.
Saves timeYou own it
SkillHR systemSpend management
By hand1 hr
With Claude10 min
SkillHR systemSpend management
You give itThe staff record and your systems list.
You get backA checklist by system with who removes what and by when, the handover items for the manager and a record you can show a customer's auditor.
You stillConfirm everything was done. For a security role, someone checks access was removed.
Reading the engagement survey comments
Reads every free text comment and groups them into themes with counts and quotes, by team where numbers allow, without identifying anyone.
Saves time
ProjectSurvey tool
By hand2 hrs
With Claude20 min
ProjectSurvey tool
You give itThe survey export.
You get backA summary of themes with the exact words behind each, differences by team that matter, and a draft message to staff saying what you heard.
You stillDecide what to change. Staff will judge you on what happens next.
Tools you build and own
The internal tools and glue you would otherwise pay another vendor for.
10 use cases
Highest value
A renewal and account view across billing, CRM and support
Builds a small internal tool that pulls the contract date, the invoice status, the support history and the account notes into one page per customer, in your own accounts.
You own itKeeps customersSaves time
Claude CodeCoworkCRMBilling systemSupport desk
By hand10 hrs
With Claude2 hrs
Claude CodeCoworkCRMBilling systemSupport desk
You give itRead-only exports or access to billing, the CRM and the support desk.
You get backA working page per account, a list of renewals by date, the logic written down in plain English, and a note on who maintains it. It reads from your systems and does not replace them.
You stillAgree who maintains it before it goes live. Someone must own it when a system changes, and take advice if it holds personal data.
A board pack builder that pulls the numbers
Builds an internal tool that collects the figures from billing, the accounts and the CRM each month and lays out the first draft of the board pack in your format.
You own itSaves time
Claude CodeSkillAccountingBilling systemCRM
By hand10 hrs
With Claude2 hrs
Claude CodeSkillAccountingBilling systemCRM
You give itRead access to the accounts, billing and CRM and your pack format.
You get backA tool that produces the draft pack with the same layout every month, the definitions it uses written down, and a check that flags when two sources disagree.
You stillOwn it. Someone checks the definitions when you change a system, and decides which figure to use when they disagree.
A shared inbox that tags and routes customer requests
Builds an internal tool that takes feature requests from email, tickets and call notes, tags each one and sends it to the right person, without another subscription.
You own itKeeps customers
Claude CodeSkillFeedback toolEmail
By hand8 hrs
With Claude1 hr 30
Claude CodeSkillFeedback toolEmail
You give itA sample of recent requests and who handles what.
You get backA working inbox with tags, routing and a weekly summary, the rules in plain English, and a log of what was routed where.
You stillDecide the tags and who owns the inbox. If it stops working, the owner fixes it or asks for help.
Highest value
An audit of the software you pay for and who uses it
Reads your card and invoice lines and licence lists and shows what you pay for, who uses it and which subscriptions overlap, so you can decide what to keep.
You own itSaves time
CoworkSkillSpend managementSpreadsheet
By hand4 hrs
With Claude40 min
CoworkSkillSpend managementSpreadsheet
You give itCard statements, invoices and licence lists.
You get backA list of every subscription with cost, owner, last use and the nearest alternative you already pay for, the ones that look like internal glue, and the ones that nobody can say who needs.
You stillDecide what to cancel and what to build. Check any build against the cost of maintaining it, and keep tools with a clear owner and a clear job.
A weekly digest from your systems for the leadership team
Builds a scheduled job that pulls key figures from billing, support and the CRM each week and sends a short plain English digest to the leadership team.
You give itRead access to the systems and the figures you want.
You get backA weekly digest with the same layout each time, what changed since last week, the accounts that need attention, and the definitions behind each figure.
You stillOwn it and check it. Someone confirms the figures when a source changes.
A compliance calendar that tells you what is due
Builds a calendar from your contracts, certificates, filings and policies that tells you what is due in the next 90 days and who owns it.
You own itSaves time
Scheduled taskSkillCalendarSpreadsheet
By hand4 hrs
With Claude45 min
Scheduled taskSkillCalendarSpreadsheet
You give itYour list of certificates, filings and contract dates.
You get backA dated calendar with owner and evidence required for each item, a weekly note of what is due, and a list of items with no owner.
You stillKeep it current. It only helps if the dates are right, and the law moves.
Highest value
A library of your own skills and prompts
Turns the jobs your people repeat into saved skills in your own words, so the way you do it is written down and anyone can use it the same way.
You own itSaves time
SkillProjectFile storage
By hand5 hrs
With Claude1 hr
SkillProjectFile storage
You give itExamples of the best versions of each job.
You get backA shared library of skills with an owner for each, examples of good output, and a short guide on when to use which.
You stillChoose what to put in. The library holds your way of doing things, so the best people in the company have to write it.
A sync between two systems you already own
Builds a small job that moves a figure or a status from one of your systems to another where someone retypes it today, with a log of every run.
You own itSaves time
Claude CodeScheduled taskCRMBilling systemSpreadsheet
By hand5 hrs
With Claude1 hr
Claude CodeScheduled taskCRMBilling systemSpreadsheet
You give itA description of the two systems and what moves.
You get backA working job, a log of every transfer, a plain English description of what it does and the access it uses, and a note of what to check if it fails.
You stillAgree who maintains it and who gets the alert when it breaks. Keep it to your own tools and workflows.
An internal site with the answers to how we do things
Builds an internal page from your policies, processes and pricing rules that answers staff questions, so people stop asking the founder.
You own itSaves time
ProjectArtifactsKnowledge baseFile storage
By hand8 hrs
With Claude1 hr 30
ProjectArtifactsKnowledge baseFile storage
You give itYour policies, process notes and pricing rules.
You get backAn internal answer page organised by question, with the source document behind each answer and a list of questions it could not answer, which tells you what to write next.
You stillOwn the content. An out of date answer is worse than none, so someone reviews it on a schedule.
Highest value
A quarterly review of everything you have built
Lists everything you have built with Claude, who owns it, what it touches, when it last ran and what would break if a connected system changed.
You own it
ProjectScheduled taskSpreadsheetFile storage
By hand1 hr 30
With Claude20 min
ProjectScheduled taskSpreadsheetFile storage
You give itYour list of tools, skills and scheduled jobs.
You get backA register of every internal tool with owner, access, last change and last successful run, the ones with no owner, and a short list of fixes for the quarter.
You stillAssign the owners and decide what to retire. Every tool needs a person who looks after it.
The leader's week
Clearing what does not need a founder, a CEO or a COO.
6 use cases
Highest time
Sorting the inbox into what needs you
Reads the inbox overnight and sorts it into what needs you, what someone else should answer, what can wait and what can be answered with a draft.
Saves time
ConnectorScheduled taskEmailCalendar
By hand1 hr
With Claude15 min
ConnectorScheduled taskEmailCalendar
You give itAccess to your inbox and your rules for what matters.
You get backA sorted list with the reason for each, drafted replies for the routine ones, and a short note of anything that looks urgent or from an important customer.
You stillSend your own replies. It drafts, you decide, and nothing goes without you.
Briefs for the week's meetings
Reads the week's calendar and the history with each person and writes a one page brief before each meeting, with what was said last time.
Saves time
ConnectorScheduled taskCalendarEmailCRM
By hand1 hr
With Claude10 min
ConnectorScheduled taskCalendarEmailCRM
You give itYour calendar, email history and notes.
You get backA brief per meeting with who is attending, the history, open actions on both sides and the questions worth asking.
You stillRun the meeting. The brief saves you the reading, and you do the talking.
Notes and actions from meetings
Turns a recording or your notes into a summary, decisions and actions with owners and dates, and sends the actions to each person.
Saves time
SkillConnectorCall recordingEmail
By hand30 min
With Claude5 min
SkillConnectorCall recordingEmail
You give itThe recording or your notes.
You get backA summary, a list of decisions and actions with owners and dates, a draft email to attendees and a list of actions still open from earlier meetings.
You stillCheck it and send it. You were there, so you know what was agreed.
A weekly review and next week's priorities
Reads the week's calendar, notes and actions and writes a short review of what got done and what slipped, with a proposal for next week's priorities.
Saves time
ProjectScheduled taskCalendarEmail
By hand45 min
With Claude10 min
ProjectScheduled taskCalendarEmail
You give itYour calendar, notes and task list.
You get backA one page review of what moved and what did not, the commitments you made to customers and staff and a proposed plan for the week ahead.
You stillChoose the priorities. It shows the pattern, and you decide what matters.
The weekly update to the whole company
Takes your notes and the week's numbers and writes the update to the team in your voice, so it goes out on time.
Saves time
SkillMessagingEmail
By hand1 hr
With Claude15 min
SkillMessagingEmail
You give itYour notes, the figures and last week's update.
You get backA draft update with the week's wins, the numbers, what is coming and who to thank, in a consistent layout.
You stillSay what you mean. A team can tell when the update has no real view in it.
A log of the decisions you made and why
Writes up each decision from your notes: what was decided, the options considered, the reason and when to look at it again.
Saves timeYou own it
ProjectFile storage
By hand30 min
With Claude5 min
ProjectFile storage
You give itYour notes and the discussion.
You get backA decision log entry with the options, the reason and a review date, and a search so anyone can find why you chose it.
You stillMake the decision. It records the reasoning, and the reasoning has to be yours.
[RETURN ON INVESTMENT]
Hours saved is only part of the case
Time is the easy part to count. The other parts are keeping customers, winning work and owning what you build. Each has published evidence behind it, and each has a limit that we state next to it.
Keeps customers
Faster answers, fewer quiet gaps
Renewals are mostly lost in the quiet gaps: a ticket nobody answered, a health check that ran late, an onboarding that stalled. Claude drafts, summarises and flags, and a person sends. The published evidence supports speed and consistency. It does not put a number on retention.
The detailClose
In a peer-reviewed study of 5,179 support agents, AI assistance raised issues resolved per hour by 14% on average and improved customer sentiment, with a 34% gain for the least experienced. It was one company, and not Claude (Brynjolfsson, Li and Raymond, Quarterly Journal of Economics, 2025).
Intercom reports that its Claude-powered Fin agent resolves 51% of conversations out of the box. Lightspeed reports resolution of up to 65% with satisfaction scores holding steady. These are the companies' own figures, published by Anthropic.
In private B2B software the median company keeps 91% of its revenue before upsell and 101% after, and companies at 110% or more grew faster than the median. That is a link and not proof of cause (SaaS Capital, more than 1,000 companies, 2025).
What we do not claim
We do not claim that Claude raises retention or cuts churn by any percentage, because nobody has published a number we would defend. Gartner found that 64% of 5,728 customers would rather companies did not use AI in customer service. The work here is your people replying faster, and no bot takes their place.
Wins work
Security review stops being the queue
For enterprise buyers the security review is the longest wait after you have been chosen. In a small company the queue ends at the founder or one security lead. Claude drafts first answers from your own policies and past replies, a person with authority signs them off, and the library improves each time.
The detailClose
G2's 2026 survey of 1,038 software buyers found IT security review is the biggest source of delay after a vendor is chosen, named by 39% of buyers and 50% of enterprise buyers. G2 sells marketing to software vendors.
65% of 2,500 leaders in the US, UK and Australia say customers, investors and suppliers increasingly require proof of compliance (Vanta State of Trust 2024). Vanta sells compliance software.
GitLab reports that a self-serve trust centre halved the questionnaires it completed and saved 10 to 14 days in its average sales cycle. That is GitLab's own figure, published by Drata, which sells the product.
45% of large UK businesses review the cyber risk of their suppliers, against 11% of micro businesses (DSIT Cyber Security Breaches Survey 2025). It matters most as you sell upmarket.
What we do not claim
We do not claim a share of deals won or a number of days saved for you, because nobody independent has published one. Claude does not certify you or replace Cyber Essentials or ISO 27001. Nothing it writes goes into a questionnaire until a person who knows the system has signed it off.
You own it
Build the glue instead of renting it
Software companies buy seats for work that is really internal glue: a renewal view, a board pack, a feedback inbox, a sync between two systems. Claude can build and run these in your own accounts, so you stop adding subscriptions for them and the way you work sits in tools you control.
The detailClose
Under Anthropic's Commercial Terms, effective 17 June 2025, you keep all rights in what you put in and own what Claude produces for you, to the extent the law allows. Anthropic assigns whatever rights it holds and may not train on your content from its commercial services.
Those terms cover Team, Enterprise and API plans. Personal plans sit under separate terms, so check them before anyone uses one for company work. Content you choose to send as feedback can be used for training.
In McKinsey's 2026 State of AI survey (1,719 respondents, 97 countries), 32% said their organisation had decided against buying a software product or feature because AI coding tools made an in-house build possible.
Gartner's guidance to application leaders in August 2026 is that build versus buy with AI is not either or, and needs a consistent evaluation before anything is replaced.
What we do not claim
This is about internal tools, workflows and the connections between systems. It does not replace your billing, CRM, ticketing or accounting system. We do not claim copyright in raw Claude output, because UK law on that is under government review. Someone has to maintain what is built, and we agree who in writing. Take legal advice on the terms.
Every figure names who published it. Where nobody independent has published one, we leave the number out. Anthropic's customer stories are vendor material and we say so.
[THE NUMBERS]
What it is worth on your numbers
Nobody independent has published how many hours a week software companies spend on this work, so put in your own.
£45000
4
8 hrs
50%
£150000
Costed at £32 an hour. An hour is costed from that salary plus employer National Insurance and pension, over 1,740 hours. No overhead is added.
0
hours a week, back, per person
Hours a year across the team0
Working days a year back, each0
Cost of that time
£0
Not shown
£0
What those hours cost you
£0
This values the hours at what they cost you and nothing more. In a founder-led company the biggest cost is usually the founder's own evenings, which are worth more than the salary you enter here.
What a point of retention is worth
This is arithmetic on your own numbers and not a claim about what Claude will do. Put in your annual recurring revenue and the share of it you keep each year before any upsell.
£2000000
91%
For reference, SaaS Capital's 2025 survey of more than 1,000 private B2B software companies found a median gross retention of 91%.
£0
is what one point of gross retention is worth each year
Revenue lost to churn each year£0
We do not claim that Claude changes retention. This only shows what each point is worth on the figures you entered. Gross retention is the share of revenue kept from existing customers before any upsell.
[TWELVE MONTHS]
What good looks like in twelve months
Not a bigger company. The same company, with the work on the right hand side of that list mostly gone.
Questionnaires wait for the founder to find a free evening
A first pass comes back within the hour and the founder approves it
Renewal dates live in the founder's head and a spreadsheet
Every renewal is on a calendar with a brief ready ninety days out
Failed payments are chased when someone notices
They are chased the same day, and the customer hears from a person if it matters
The investor update is written the night before
It is drafted from the numbers and the founder adds the truth
Everything that works depends on the founder remembering it
The way you do it is written down in skills anyone on the team can use
Not a bigger company. The same company, with the work on the right hand side of that list mostly gone.
Security reviews pull the best people away from customers
The library answers most of it and the right person sees only what is new
At risk accounts are found when the customer emails to cancel
They are listed every week with the reason and the renewal date
The board pack takes a week and the numbers disagree
It is drafted from the systems and the differences are listed before anyone sees it
Release notes and help articles trail the release
They are drafted on the day it ships
Everyone asks the founder, or the one person who knows
The answers are written down and anyone can find them
Not a bigger company. The same company, with the work on the right hand side of that list mostly gone.
Enterprise security schedules take weeks of legal and security time
Each is read against your policies in an afternoon and the points that need a decision are listed
A public sector bid is a project that stops other work
The core documents are drafted from what you hold, and the team works on the parts that win the bid
ARR in three systems gives three answers
One reconciled figure, with every difference traced to a customer or a definition
Renewals across the base are forecast by hand each quarter
The forecast refreshes every month, with the reason for every rating
The compliance calendar is a spreadsheet that one person understands
It says what is due in the next 90 days, who owns it and what evidence is needed
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