Rebuild how your organisation works around AI agents.

Tenhaw is a UK AI consultancy and AI delivery partner, based in London and registered in England and Wales. It embeds forward-deployed squads of three (an agentic lead, an engineer and an adoption lead) inside large organisations to redesign how they work around AI agents: the operating model, the systems that get built, and the adoption that makes the change stick. Engagements deliver a monthly production increment, not a distant go-live. Tenhaw sells professional services, not software.

Both, and refusing to pick is the point. The consultancy half is diagnostic: a fixed-price Agent-Readiness Audit that establishes where agents create value, what your data estate and platform can actually support, and what evidence your risk function will need. The delivery half is that the same people then build it, inside your estate and your repositories, alongside your engineers. Most AI consultancies stop at the recommendation. An implementation partner usually arrives after somebody else has decided what to build. That gap is where enterprise AI programmes lose a year. Tenhaw is an agentic AI consultancy that ships, and it will equally run a programme other suppliers are building, with no requirement that it builds any of it. It is not a body shop selling undirected engineering capacity by the head. The decade of track record is delivery and transformation; the agentic evidence is a working proof of concept built in two weeks inside a live, regulated London insurance business, now being productionised. The case studies label which is which.

An AI consultancy and an AI delivery partner. The same firm answers to generative AI consultancy, enterprise AI consultancy, and digital transformation consultancy where the programme in question is an AI one. Three categories it is not: a staffing agency, because nobody is placed by the day into someone else's plan; a compliance or assurance consultancy, because it builds audit trails into systems rather than certifying anyone against a standard; and a product vendor, because there is no tool underneath the advice.

An AI delivery partner is accountable for agents reaching production and reaching people's working day, not for a strategy somebody else has to implement. In practice that is five jobs. Deciding what to build: which workflows go to agents, in what order, and what each is worth in currency. Designing the operating model around it: whose role changes, who owns the decisions an agent now makes, and what happens when it gets one wrong. Building inside your estate with your engineers, not in a supplier's sandbox, so the capability stays when the partner leaves. The evidence: evaluation, audit trails, escalation paths and human-in-the-loop points specified during design, not reconstructed for an auditor eighteen months later. And adoption, the part that usually fails, measured rather than assumed. The test that separates a delivery partner from an advisory engagement is simple: what reaches production in the first thirty days. Tenhaw commits to a monthly production increment and reports a month with nothing in production as a failed month.

Five things, across three tracks. Two ways in: a fixed-price Agent-Readiness Audit (£30k–£90k, 6–8 weeks) that establishes where agents create value, or an Agentic Proof of Concept (£20k–£55k, 2–4 weeks) that builds a working system against one real workflow. Then delivery: an Agentic Design Team of two (£35k–£55k per month) designing the operating model and agentic architecture together, and an Agentic Build Team of three under partner oversight (£70k–£85k per month) that builds and ships it. And separately, Programme and Delivery Management (£18k–£35k per month). Tenhaw will govern a programme delivered entirely by other suppliers, with no requirement that it builds any of it.

Tenhaw publishes both its engagement prices and its day rates. Day rates: partner (James Rooney) £1,560, senior practitioner £1,250, associate £950, all excluding VAT. Engagements: Agent-Readiness Audit £30,000–£90,000 fixed; Agentic Proof of Concept £20,000–£55,000 fixed over 2–4 weeks; Agentic Design Team £35,000–£55,000 per month; Agentic Build Team £70,000–£85,000 per month; Programme and Delivery Management £18,000–£35,000 per month. Every engagement price is derived from the rate card at twenty billable days a month, so you can check the arithmetic yourself.

James Rooney, founder and Transformation Director. He has spent a decade landing delivery transformation at HSBC, Microsoft, Sky, F1, Discovery and Anglo American, running programmes with $100M+ budgets and designing the product operating model prepared for global rollout to 500+ squads, and codified that experience into a methodology called The Tenhaw Way. He leads engagements personally rather than selling them and delegating delivery.

A senior practitioner who works inside the client's organisation with a real reporting line and real decision rights, rather than advising from outside it. In Tenhaw's case that means sitting in your rooms, your decisions and your org chart, building the systems alongside your people instead of producing recommendations for someone else to implement.

No. You are buying people, not licences. Tenhaw delivers agentic transformation as a professional service: senior operators embedded in your organisation, priced as a fixed-price engagement or a monthly team, with no seat count, no licence fee and nothing to renew. Tenhaw did previously develop delivery-management software, and some third-party directories still list it that way, but the business today is a consultancy selling professional services.

Team shape and accountability. Tenhaw deploys a small number of senior operators who build alongside your people, publishes its prices, commits to a production increment every month and reports against it, and writes a contractual exit date and permanent-team recruitment into the scope. Large consultancies offer scale, multi-domain regulatory depth and brand safety that Tenhaw cannot match. If you need 200 people across twelve countries, they are the right call.

Typically organisations from 500 to 100,000+ people where agentic transformation requires changing how many teams work, not just adopting a tool. Past engagements include HSBC, Microsoft, Sky, F1, Discovery, Anglo American, Greggs, Yondr and YOOX NET-A-PORTER.

No, but the UK is home and most engagements are with UK enterprises. Tenhaw LTD is registered in England and Wales and based in London, which is where the practical advantages sit for a British buyer: a UK contracting entity, invoicing in sterling, on-site days without a flight, and associates screened to BS7858 standard with right-to-work checks completed before they touch your estate. Engagements also run across Europe and the United States, and past work has been delivered in the UK, Australia, the USA and Singapore. Geography matters less than overlap. Forward-deployed work depends on being in your rooms and your decisions, so we will take work anywhere we can do that, and tell you on the first call when we cannot. Outside the UK, expect a UK-based team travelling to you, because Tenhaw has no local office.

Tenhaw LTD is registered in England and Wales and based in London. Engagements run across the United Kingdom, Europe and the United States, and past work has been delivered across the UK, Australia, the USA and Singapore.

A 30-minute discovery call with James Rooney. You leave with a rough scope whether or not you engage Tenhaw. Most organisations then start with the fixed-price Agent-Readiness Audit, which is deliberately sold as standalone work with its own deliverable and no obligation to continue.

Because the technology changes and the organisation does not. A pilot succeeds inside one team that has been given permission to work differently, then fails to scale because scaling requires redefining roles, moving decision rights and rewriting governance across functions the pilot team has no authority over. Adoption typically plateaus around 30%, the people who were always going to adopt, and more training does not move it, because awareness was never the constraint.

Diagnose why before buying anything else. Stalled Microsoft 365 Copilot and Gemini rollouts usually fail on workflow, not licences: the assistant sits beside the work instead of inside it, so nothing measurable changes and the renewal gets hard to defend. The Agent-Readiness Audit traces the real workflows, prototypes two or three candidates against your own data, and hands your board a sequenced, costed plan. Six to eight weeks, £30,000 to £90,000 fixed. A recommendation to stop is a valid outcome.

With an inventory, because you cannot govern what nobody has counted. Shadow AI is normally a symptom rather than a discipline problem: people reached for consumer tools because the sanctioned route was slower than the work. The Agent-Readiness Audit establishes what is genuinely in use across functions, which workflows depend on it and what data it touches, then separates what to sanction from what to stop and what to rebuild properly. Six to eight weeks at a fixed price, with the constraints written up for your risk function.

Not with a score out of five. A maturity model tells you where you sit against other organisations, which is interesting and rarely actionable. The Agent-Readiness Audit answers the question underneath it: which workflows agents could take, what your data estate and risk appetite genuinely allow, where your workforce is ready and where it is not, and what to do first, second and third with costs attached. The output is a costed plan in three-month increments, capped at twelve months, rather than a maturity score.

That is tool sprawl, and usually a buying problem before it is an integration problem: separate functions bought overlapping point solutions against separate business cases, a contact centre assistant here and a document tool there, with nobody owning the whole. The Agent-Readiness Audit maps what each tool was bought to do, where two of them cover the same job, and what each costs to run, then sequences what to keep, what to retire, and which workflow nothing you own currently covers. Vendor consolidation is an output of that, not the starting question.

Five things, in this order: what is genuinely in production against what is still a pilot, whether the claimed benefit is measured or asserted, what the systems cost to run at current volume, what data and model risk has been accepted and by whom, and whether the capability sits with named employees or with one supplier. Tenhaw runs this as an Agent-Readiness Audit scoped to the target or the business unit under review. It is an operational read, not legal or financial due diligence.

In forward-deployed squads of three: an Agentic Lead who owns the operating model and decision rights, a Forward-Deployed Engineer who builds and ships inside your estate, and an Adoption Lead who owns the part that usually fails, getting people to actually work the new way. Squads are founder-led, with James Rooney personally accountable for every engagement; every associate is someone he has already delivered alongside, and the people on your engagement are not substituted without your written agreement. Tenhaw does not sell work that someone else then delivers, and there is no pyramid of junior consultants.

Something measurable reaches production every month. That is the monthly production increment engagements are structured around, and it means you can judge the work on evidence within the first thirty days rather than at a milestone months away. The squad commits to it and reports against it; a month with nothing in production is reported as a failed month. Hold us to that from month one. It is why engagements are retainer-shaped, not milestone-shaped.

Both, and the distinction matters. James Rooney worked inside HSBC, Microsoft, Sky, F1 and Discovery in delivery and transformation roles, on contract and in permanent positions. Other engagements (including Anglo American, Yondr, Greggs, Colart, Tecknuovo and Globelynx) were delivered under the Tenhaw banner. Several predate the company's incorporation and were delivered by James personally on contract; we will walk you through which is which on the call. Case studies name the client wherever we have their permission; our current agentic engagement is confidential at the client's request and is written up unnamed, and every one states where an outcome was a pilot or proof of concept rather than a production rollout.

Three things: the number of business units in scope, whether prototyping is included, and how many sites or regions require on-the-ground time. A single business unit with one location and no prototyping sits at the bottom of the range. A group-level audit spanning four business units across three countries with live prototyping sits at the top. The exact figure is fixed in writing before the engagement starts and does not move.

Retainer engagements run on 30 days' notice from either side, and the fixed-price audit is a defined deliverable rather than a subscription. You own all work product and documentation produced up to the point of exit, including any code written inside your estate. Tenhaw would rather stop a bad engagement at month two than defend it to month nine.

You own the capability. Recruiting your permanent team is a stated deliverable of the retainer and programme engagements, the exit date is agreed at kickoff rather than negotiated at the end, and the final sixty days are a documented handover with a decreasing-involvement taper. The commercial model is designed so that the engagement ends.