LABS1100 · Work. Reimagined.
Most organisations start with AI. LABS1100 starts with the work.
It grew out of a pattern we kept running into: the measurements that showed us where a process broke also showed us which work no longer needs a person. Someone had to act on that properly. So we helped start LABS1100: an alliance of entrepreneurs for agentic transformation, where people and agents work as one team.
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Learn
Awareness sessions and training, from half a day with your leadership to hands-on programmes built on your own cases. What agents can do today, and what that means for your organisation.
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Build
Agents built on measured evidence, never on a brainstorm. From a single agent doing one task to a team of agents running a full process across systems. Adoption is part of the build: who oversees, who approves, who does what alongside the agents.
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Run
Agents are not software you install and forget: models change, and quality drifts if nobody tests. LABS1100 keeps what runs healthy, until the client can take it over.
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Scale
What works in one division rolls out to the next: faster, cheaper, lessons included.
The part that makes it different: everything is built on what has been measured, everything the client buys stays theirs, including the knowledge. And LABS1100 stays until the behaviour has changed and the results stand, not until the technology is live.
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FLUX · Energy Orchestration
The grid is full. Growth doesn't have to wait for it.
Dutch manufacturers keep hitting the same wall: the grid has no room left, and a new connection can take a decade to arrive. We started asking a narrower question instead — what if the limit isn't the cables, but the schedule? FLUX is an early venture measuring how factories actually use power, machine by machine, to find the capacity that's already there.
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Measure
Sensors go on the distribution panel, not the machines. No downtime, no rewiring — just a real picture of consumption within days.
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Model
That data meets the production schedule: which machine, which material, which moment. Patterns show up that no ERP report catches.
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Simulate
Before anything changes on the factory floor, we test what a different schedule would do to the peak.
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Shift
Small changes — a start time moved by minutes — can open real headroom, without adding a single cable.
Still an idea we're testing inside one factory. No product yet, no promises — just a hypothesis we're measuring against real data before deciding what it becomes.
Talent-as-a-Service · Don’t hire a title. Hire talent.
The market hires the past. TaaS hires what a role is becoming.
It started with a conviction about the hiring market, sharpened by watching how fast work itself is changing. The way companies and talent find each other has not kept up. A vacancy describes a role as it was, a fee gets paid up front, and the risk lands on both sides of the table: the employer pays in full for an outcome nobody has seen yet, and the candidate steps into expectations nobody wrote down. That was always expensive. Now that roles shift faster than job descriptions, it has stopped working altogether. So we built a different arrangement, one where the reading comes before the search, and the fee only runs for as long as the match actually works.
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Read
Before anything is posted, we write the role as a twelve-month journey: which tasks shift, what agents take over, what gets heavier, and what that asks of the person. Employer and candidate both sign it. Most hiring fails on expectations nobody wrote down; this is where they get written down. We call it the Role Journey, and it is the heart of everything that follows.
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Recruit
We select against the journey, not the title. Reliability comes first, not last. And learning capacity is weighed against how fast the role is moving, which sometimes means the strongest CV is not the strongest candidate. We will tell you when that is the case, and why.
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Retain
Thirteen monthly conversations, a quarterly re-read of the role, and structured support through the first ninety days. The journey gets walked, not filed.
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Recalibrate
After thirteen months the role has moved again. We re-read it for the next twelve, for everyone working in it. A role description with a shelf life is not a weakness of the method; it is the method.
The part that makes it different: we get paid in monthly instalments for as long as the placement lasts, up to thirteen months, and not a day longer than the person stays. Where the market offers ninety days of guarantee, we carry over a year of it, because the fee stops when it stops. Client and candidate always contract directly with each other. We are never in between: not in the contract, not in the money.
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