The usual order
Technology first, then the screen
The system works, but it asks people to adapt to its logic: fields to fill in, steps to remember, training every time someone new joins.
the project executive intelligence marta
marta starts from a simple observation: much of the work in a company repeats. What repeats can be automated.
The starting point
Every company has a part of its work that repeats every day.
Operational tasks, checks, communications, data entry, documents, handovers, verifications and decisions. Taken one by one they seem small. Together they consume an enormous amount of time and attention.
These tasks are necessary. But they do not necessarily have to be done by a person.
marta exists for this.
How we work
A system built person by person.
Every marta begins with a person who sits down next to the company, understands how it works and writes the first lines of code. The software is the result, not the starting point.
Photo: Christin Hume · UnsplashWhat marta is
A business management platform built around the way you work.
marta is not standard software that you adapt your processes to. It is a platform designed to turn your procedures into a structured, guided and progressively automated working system.
The starting point is not the software: it is your work. From the way tasks are handled today come the workflows that describe how the company runs — and from there, the system that keeps them moving.
The name says it itself: "ei" stands for executive intelligence — intelligence that executes. Not intelligence that chats, explains or answers: intelligence that acts. Its job is not to talk about the work, but to help people do it — the next task, the document to produce, the check to complete — every day.
The core
Before being software, marta is a method.
The value is not in the screens: it is in the work of understanding how the company really runs, which steps matter, in what order, under which rules. The software comes after, and serves to make the method run — not the other way round.
That is why no two martas are the same. Not even between two companies that, seen from outside, do the same thing: their needs are different, and so are their internal dynamics. Many modules look alike — a warehouse is still a warehouse — but the sequence of tasks, the rules that govern them and the templates used to produce documents and communications all change.
Same trade, never the same marta.
Who builds it
Not a software house: someone who walks with you.
marta comes from the experience of Marco Suriani and Teknology: over twenty years spent inside companies' digital projects, not watching them from outside. The way of working is always the same: not a supplier, but a partner — goals are shared and we stay beside the company while the system takes shape.
This is the difference from a platform commissioned from a software house. Those who develop software almost always start from the technology: data structure, logic, functions. The interface comes last, and the result is a program that is correct but designed by technicians for technicians, which nobody in the company then wants to use.
marta's order
Use first, then the engine
We start from how people will really work — what they see, what they have to decide, how many steps are needed. The backend is built to support that way of working, not the other way round.
A system that nobody wants to open has solved nothing.
The fundamental division
Doing first. Then knowing.
They are two different activities and marta keeps them apart on purpose, because mixing them up is why so many platforms end up unused.
First
Doing
What needs doing today, in order, without having to look for it: the next task, the document to produce, the reply to give. The day gets finished because the system guides the execution, not because someone remembered everything.
Then
Knowing
Margins, trends, histories, deadlines: the picture you need to decide. It is not the screen of someone working, it is the space of someone who stops to think — and it only makes sense once execution is already under control.
The order is not random. A company must first do what needs doing: as long as routine fills the day, every analysis stays a good intention and every dashboard stays a screen nobody opens.
When routine stops consuming time, that time becomes available for knowing: looking at the data, understanding what is really happening and planning on the basis of numbers, not gut feeling. Experience remains valuable, but it stops being the only source on which important decisions are made.
The time freed from routine is the time in which you decide where the company is going.
Why doing comes before knowingThe goal
The goal is not to digitise the routine.
Digitising a manual procedure does not necessarily improve it: often it just moves it onto a screen. marta takes a further step: eliminating, where possible, the need to do it manually.
Does this task really have to be done by a person?
The question we use to analyse every process- If the answer is no We automate it: the system performs it without manual intervention.
- If artificial intelligence can do it We integrate it into the process, as part of the workflow and not as a separate tool.
- If it needs a person marta guides it: information, tools and context to complete it correctly.
The principle
An infrastructure, not a collection of automations.
One of the risks of digitisation is building many small separate tools: one automation for one thing, one application for another, a spreadsheet for a third. At first they seem effective solutions. Over time they become hard to maintain, disconnected from each other and vulnerable to the first technical problem.
The piecemeal approach
Many tools, no system
Every problem solved on its own. Information stays divided, the handovers between one tool and another become manual again and every addition makes everything more fragile.
The marta approach
The foundation first, then the pieces
First the infrastructure is built and it is defined how processes communicate with each other. Then, on that foundation, modules, integrations, automations and AI functions are created: every intervention joins a larger system instead of staying isolated.
Over time
marta grows together with your company.
It is not a project to complete once and for all. It is a base on which to progressively build a company that is more organised, more automated and less dependent on repetitive tasks.
The journey can begin with a few priority processes and then extend to other departments and workflows. Once in production, daily use brings out new steps to simplify and new tasks to automate.
First the system is built. Then we keep teaching it how to work.
The result
Giving people back the time that routine consumes today.
Less
- Repetitive tasks
- Manual steps
- Scattered information
- Procedures left to people's memory
More
- Control over processes
- Continuity in the work
- Time for expertise, creativity and decisions
- Clarity on what has been done and what comes next
marta does not want to replace people. She wants people to be able to stop dealing with what does not need them.
The workspace
Where your marta is built.
Not a software factory: a room, a table, open screens. This is where the processes you describe become a system that works.
Photo: Parker Byrd · Unsplash