Six capability lines.
Zero graduate bench.

Most enterprise AI programmes fail between proof-of-concept and production. The technology works in the sandbox; it stalls when it meets a procurement committee, a compliance review, or an infrastructure team that was not involved in the design. AmehX works specifically at that gap.

We have shipped RAG pipelines that cut analyst reporting time by 60%, fine-tuned LLMs on Vertex AI and OpenAI endpoints for regulated B2B SaaS platforms, and built MLOps infrastructure that a client's internal team can actually maintain after we leave.

• LLM evaluation, selection, and production architecture
• RAG pipeline design with vector database integration (Pinecone, Weaviate)
• Prompt engineering and model fine-tuning for regulated contexts
• MLOps infrastructure, monitoring, and observability
• AI product roadmap and board-level reporting layers
• AI governance frameworks compliant with FCA, GDS, and Gambling Commission

Technologies: Google Gemini, Vertex AI, OpenAI, Microsoft Azure AI, Pinecone, Weaviate, Jupyter, Python.

Taking a DeFi product from whitepaper to mainnet requires deep technical understanding of the Ethereum stack and the commercial delivery rigour to ship within budget without critical incidents. Most Web3 teams have one or the other. We bring both.

Our most recent blockchain engagement delivered a Lightweight Rollup Technology on Ethereum mainnet — on budget, within the launch window, with zero critical incidents. Validator registration was cut to 2 ETH.

• DeFi protocol architecture and commercial go-to-market
• Ethereum rollup and L2 solution delivery (0 to mainnet)
• DAO governance design and community economics
• NFT ecosystem design and tokenisation mechanics
• Smart contract release governance and incident risk management
• SAFe and agile delivery frameworks for blockchain-native teams

Technologies: Ethereum, Solidity, Hardhat, IPFS, Web3.js, The Graph, Chainlink.

Lottery and sports betting platforms operate under more stringent regulatory oversight than most financial services products. The Gambling Commission does not accept technical debt as a reason for non-compliance. We treat regulatory requirements as architecture inputs, not post-launch additions.

We have run £15M national lottery transformation programmes across five delivery teams, maintained Gambling Commission compliance as a non-negotiable programme condition, and delivered a 15% checkout conversion improvement in the same programme.

• Player Account Management (PAM) system design and delivery
• Responsible gambling features designed to Gambling Commission standards
• KYC and AML workflow integration (Experian, Worldpay)
• Direct Debit, BACS, and payment gateway integration
• Multi-platform delivery across web, iOS, and Android
• SAFe programme governance across distributed international teams

Regulatory frameworks: Gambling Commission, AML, PCI DSS, GDPR.

ERP implementations fail when the system integrator writes requirements and hands them to someone else. We write the requirements, lead the UAT, manage the cut-over, and stay until the system is live. Across the UK, Germany, US, Canada, and Australia — in financial services, insurance, retail, and government.

We have rescued programmes that were running three months late and delivered them on time by restructuring workstreams, replacing informal handover processes with formal dependency management, and putting direct delivery accountability on named practitioners.

• SAP S/4HANA implementation and migration
• Microsoft Dynamics 365 Finance & Operations delivery
• Salesforce Marketing Cloud and Sales Cloud implementation
• ServiceNow ITSM and ITOM platform delivery
• Multi-country rollout across distributed teams
• Post-go-live stabilisation and hypercare management

Technologies: SAP S/4HANA, D365 F&O, Salesforce, ServiceNow, Workday, AWS, Azure, GCP.

We have grown agile adoption from 20% to 85% inside a UK government department. We have rescued at-risk programmes with governance deficits. We have implemented SAFe across 40+ practitioners in four countries. The difference between us and a training firm: we do not leave after the workshops.

Our agile transformation engagements end with a governance structure that has met, a set of ceremonies that are running, and a delivery cadence that the organisation can sustain without us. Not a framework document and a handover presentation.

• SAFe implementation across large-scale programme structures
• Scrum of Scrums and release train engineering
• RAID framework design and implementation
• Earned Value Management (EVM) and programme reporting
• PMO setup, tooling selection (Jira, Azure DevOps, Monday.com)
• Programme rescue and at-risk programme stabilisation

Frameworks: SAFe, Scrum, Kanban, PRINCE2, MSP, GDS delivery standards.

What does it take to move a major enterprise from project-to-product? Not a slide deck. It takes a new funding model, a redesigned demand process, an OKR architecture that connects teams to board, and an analytics layer that removes manual aggregation entirely.

We have done this at airline scale. Demand approval time dropped by an estimated 40%. Board-level OKR reporting now runs with zero manual aggregation. The organisation did not inherit a document; it inherited a running system.

• Target Operating Model (TOM) design and implementation
• Annual and seed funding model design with governance forums
• Demand management process design and automation
• Enterprise OKR architecture and rollup mechanism design
• Analytics layer design for board-level performance reporting
• Capex/Opex classification tooling and process design

Tools & Frameworks: OKR, Balanced Scorecard, TOGAF, Wardley Mapping, Power BI, Tableau.