A customer asks for an update.
Someone checks three systems before replying.
For operations teams managing work across people and systems
Get more work finished. Spend less time chasing it.
You have a business to run. But too much of your team’s day goes into finding information, copying it between systems, tracking approvals, and checking whether someone took the next step.
With Krista, you can connect those steps, automate routine work, and bring people in where their judgment is needed. Your team gets more room for the work customers actually pay you for.
Start with one process that takes more effort than it should. See where automation fits, what needs to stay human, and what a first implementation would require.
Explore the underlying platform ↗The work around the work
Your work gets done. But look at what it takes.
You may already have software for every department. Yet your people still carry the work between them.
A document arrives with a missing detail.
Someone starts another email thread.
An approval comes through.
Someone still has to move the work forward.
That is the effort you need to remove.
When the same handoffs need chasing every week, the cost repeats every week. Your most capable people spend time keeping work moving instead of doing the work you hired them for.
You do not need to start by replacing everything. Start by finding the part of the process that keeps pulling your people away.
A different working day
Give your team more room to do its job.
You want growth to create opportunity, not a longer list of things you personally have to chase.
More requests completed.
You want more work reaching the finish line without adding another layer of administration.
Your experts doing expert work.
You want them working on difficult problems rather than answering the same routine questions.
Less uncertainty about progress.
You want to know what has happened, what is waiting, and where someone needs to step in.
Room to grow without more chasing.
You want additional business to create useful work, not proportionately more coordination.
Start with one recurring burden. Decide what a better working day would look like. Then measure whether the change delivers it.
Your starting point
What are you trying to get done?
You do not need to know which kind of AI to buy. Start with the work that needs to change.
01
Get customer requests out of the queue.
Your requests keep moving between inboxes and departments. You need routine questions answered or assigned without manually sorting every message.
Customer requests
02
Finish document work with less rekeying.
Your team keeps copying information out of documents. You need fewer fields to re-enter and fewer missing details to chase.
Documents and intake
03
Get an answer without waiting for the expert.
Your experts keep answering questions already covered somewhere. You need people to find and use approved knowledge themselves.
Knowledge and expertise
04
Recover what was agreed. Move on with the work.
Your team keeps asking what happened in the last meeting. You need the decision and its context without replaying every conversation.
Meetings and decisions
05
Move work through the handoffs.
Your process stalls whenever it crosses a team or system. You need the next step to happen without personally coordinating each one.
Workflows and integrations
06
Focus your attention where it is needed.
Your team reviews large volumes of similar cases. You need to separate routine work from the cases that deserve a closer look.
Decisions and prioritizationNot sure where to start? Bring the process you have to chase most often.
Service offering lanes
Start with the work you need off your plate.
Choose the job. Then combine the capabilities needed to complete it.
These lanes group the available capabilities around your work. Your implementation scope is agreed around the process, not a requirement to buy every lane.
01 / Customer requests
Give your customers an answer without making your team investigate every routine question.
You can classify incoming requests, retrieve information from connected systems, and prepare or send responses within the rules you set. When a request needs judgment, route it to a person with the context attached.
Your voice channel can use the same approach: understand the request, access relevant information, and involve a person when necessary.
02 / Documents and intake
Complete more document work without copying the same details between systems.
You can extract information from incoming files, identify missing or uncertain details, and use the information to move a configured workflow forward.
Your people review the exceptions instead of re-entering every field.
03 / Knowledge and expertise
Make your knowledge available without making your experts everyone’s help desk.
You can give employees and customers a way to ask questions using approved information. Access can reflect the person’s role and the policies relevant to them.
Your experts remain available for the questions that need interpretation or advice.
04 / Meetings and decisions
Find what was agreed without holding another meeting to reconstruct it.
You can preserve meeting dialogue in a searchable environment with controlled access. Find decisions, requests, and project context without replaying the whole conversation.
Where follow-up actions are needed, connect that information to a separately configured workflow.
05 / Workflows and integrations
Move work between teams without becoming the person who holds it all together.
You can connect the steps across your systems, route approvals to the appropriate people, and track progress through a configured process.
When something needs intervention, the workflow can bring the right person in.
06 / Decisions and prioritization
Put your attention on the cases that need it.
You can use models trained on your business data to classify requests, support routing, and identify cases needing closer review.
Keep people involved where uncertainty or the consequences of a decision require judgment.
Across every lane
Delegate the work. Keep the decisions that matter.
Less chasing should not mean less accountability.
Whichever process you start with, you need control over who can access information, what can happen automatically, and when someone must approve the next step.
Krista’s published platform capabilities include role-based access, audit logging, human-in-the-loop routing, and separate draft, test, and live stages. Your implementation should configure those controls for the work you are delegating.
You should also know who maintains the workflow, how changes are tested, and what happens when a connected system is unavailable.
Review the platform’s published controls ↗Know who can do what.
Agree on access, permissions, and the boundaries of automated action.
Keep a person in the right places.
Identify the approvals and exceptions that require human responsibility.
Make the work traceable.
Define how you will inspect what happened and verify the result.
For your technical team
LLM access, MCP connectivity, integrations, and permissions support the chosen workflow. They are implementation considerations, not additional jobs your operations team needs to learn how to buy.
Confirm supported systems, model requirements, access controls, testing, maintenance, and exit arrangements before agreeing to a production scope.
One job, connected
Your customer has one request. You need one completed job.
You do not need six separate projects. You need the combination of capabilities that carries your chosen process through.
For example: complete an incoming document order.
Illustrative configuration, to be scoped and tested for your systems.
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You receive the request.
Identify the type of work required and start the appropriate process.
Customer requests
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You collect the information.
Gather the files and extract the details needed to prepare the order.
Documents and intake
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You separate routine work from exceptions.
Identify straightforward cases and those with missing or uncertain information.
Decisions and prioritization
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Your reviewer steps in where needed.
A designated person supplies missing information or approves the exception.
Workflow Orchestration
Human review -
You complete the output and update the record.
Generate the required document and update the connected systems.
Documents and intake
Workflows and integrations
Define “done” before you build.
For this process, that might mean the required document has been checked and delivered, the record is current, and any unresolved exception has a named owner.
An extracted field is useful. It is not the same as a finished customer request.
See a published document-workflow example ↗Client evidence
Look at the work clients wanted to get back to.
Different processes. Specific starting points. Read the underlying accounts and judge the relevance to your own work.
Zimperium / Engineering
More time for engineering.
HFS reported that Zimperium used Krista to coordinate software deployment steps, approvals, and exception information. A four-hour manual process became a deployment completed in minutes, freeing developers from deployment administration.
Reported by HFS Research in 2023. This is a specific deployment result, not a universal performance benchmark.
Read the independent research account ↗Doc Prep 911 / Document services
More capacity for document work.
Krista’s published case describes connected intake, information extraction, document generation, and staff review. It reports an 80% reduction in overall costs.
Vendor-published customer result, August 2025. Not an independently audited benchmark or a forecast for your business.
Read the customer case ↗OTG Consulting / Advisory
Expertise available on the client’s schedule.
OTG’s Tech Genius knowledge agent gives clients access to its advisory material.
“TG delivers strategic insights that feel like you’re talking directly to one of our senior advisors.” Robert Beaty · Senior Partner, OTG Consulting
Client statement in Krista’s August 2025 case study. Role shown as attributed in the source.
Read the customer case ↗Evette / Staffing services
More room for personal service.
In its partnership announcement, Evette described its intention to:
“automate tedious, administrative tasks that have been overwhelming our employees” Elise Burns · CEO and Founder, Evette
Client-issued announcement, June 2024. The stated aim was more time for concierge service. This is a reason for adoption, not a measured outcome claim.
Read Evette’s announcement ↗What work should your people be doing instead?
Request your workflow reviewDelivery options to discuss
Choose the help you need to make it work.
The service lanes describe the work. Your delivery scope describes the help you need to make the change. Agree the responsibilities before implementation.
Find the right first process.
Workflow assessment and planning
You need to decide where to start before committing to a build.
Map the current process, identify the repeated effort, and establish what a worthwhile result would look like. Separate what can be automated from what needs human ownership.
Output to agree:
A scoped starting point, success measures,
dependencies, and open questions.
Put the process into use.
Implementation, integration, and team enablement
You have selected the job. Now you need it to work with your systems and your people.
Configure the workflow, connect the required systems, test routine cases and exceptions, and prepare the people who will use and maintain it.
Output to agree:
A tested workflow with acceptance criteria
and named operating responsibilities.
Keep it useful as your business changes.
Ongoing support and improvement
You need the workflow to remain useful after launch.
Review performance, investigate recurring exceptions, and manage changes to connected systems, policies, and process requirements.
Output to agree:
A support arrangement, performance reviews,
and a controlled process for changes.
You can start with one process. Expansion should follow evidence, not a requirement to buy everything at once. Availability, deliverables, and ongoing support are confirmed in your agreed scope.
Your path to a decision
You do not have to commit to everything to make progress.
Make the next decision with the evidence you need. Then decide whether to continue.
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01 / Recognize
“This keeps happening.”
Identify the recurring coordination work and decide whether it is worth addressing.
Your starting evidence: the repeated problem and what it costs to keep handling it.
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02 / Choose
“Which part should change?”
Pick a manageable job rather than commit to a company-wide program.
Your next step: select a job and review the relevant service lane.
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03 / Check the fit
“Could this work here?”
Understand the fit with your systems, your people, and the constraints of the work.
Your next evidence: a relevant workflow, bounded capabilities, and appropriate proof.
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04 / Scope
“What would you need from us?”
Assess the effort, disruption, ownership, and ongoing cost.
Your next evidence: a proposed delivery scope with clear responsibilities.
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05 / Decide
“How will we judge success?”
Agree on what counts as success before committing further.
Your decision criteria: a baseline, acceptance measures, and a review point.
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06 / Verify
“Did it actually help?”
Verify the benefit before expanding into another workflow.
Your evidence: completed work, remaining manual effort, quality, and total cost.
A successful first workflow should make the next decision easier. It should not automatically trigger a larger contract.
Start with one process
Bring the process that keeps pulling your team away.
You do not need a finished requirements document.
You need to be able to explain where the work starts, who touches it, and where it gets held up.
Know what you need to decide.
Use the conversation to examine one recurring process and identify what needs to be understood before an implementation decision.
Discuss where automation may fit, the decisions that need to stay human, and the evidence needed to judge whether a first implementation is worthwhile.
Make the next step explicit, including when further investigation or a simpler process change is the better choice.
Leave with a written starting point.
During the review, you will examine the work with a Krista specialist and identify what needs to be understood before an implementation decision.
Your brief will capture the process you discussed, the likely automation opportunities, the decisions that need to stay human, and the evidence needed to judge whether a first implementation is worthwhile.
It will also make the next step explicit, including when further investigation or a simpler process change is the better choice.
There is no cost or obligation to purchase.
You do not need to connect your systems to request the review. This is a sales conversation about whether Krista fits your workflow. It is not a commitment to an implementation.
Before you start
Before you put another project on your team’s plate.
Do you have to replace your existing systems?
Krista is designed to connect processes across existing applications. Your specific systems, access requirements, and integration work still need to be checked before a scope is agreed.
Read about the integration approach ↗Do you have to automate the entire process?
No. Start with a defined part of the work and retain the approvals or interventions it needs. Krista’s workflow-building capabilities include asking people for input and retrieving or updating information in connected systems.
See the platform capabilities ↗What happens when the AI is uncertain?
The relevant workflow can route uncertain cases to a person. That is a capability to configure and test, not a reason to assume mistakes cannot happen.
Your evaluation should include incorrect classifications, missing information, and failed system connections.
See an example of escalation handling ↗Will a meeting recording automatically complete the follow-up?
Do not assume that it will. Searchable meeting context and completed work are different requirements. Any downstream action needs the appropriate workflow, permissions, and completion checks.
Review Meeting Agent’s scope ↗How much work will your team need to do?
Your team will need to explain the process, provide approved access where required, validate the outputs, and own the decisions that remain human.
Agree on those responsibilities before implementation. Include training, maintenance, and exception handling in the scope.
How will you know whether it was worth it?
Compare the new process with how the work is done today.
Count completed work, time spent handling it, errors, rework, and unresolved exceptions. Include implementation and ongoing costs. Recovered staff time is valuable, but it is not automatically a cash saving.
When is this not the right starting point?
When you cannot identify a recurring job, an accountable owner, or a result you can evaluate.
If a simpler change to the process removes the problem, start there. You do not need an AI project to justify improving how work gets done.
Your next step
You should not have to chase the same handoff next week.
Pick one process that keeps creating extra work.
Find out what you can take off your team’s plate, what needs to remain human, and what it would take to make the change.
Bring one example of the process and, where available, its approximate volume, handling time, and main points of delay. You do not need to upload customer files in advance.
Request your workflow review.
Start with the job, not a technical specification.
Your starting point: choose the job below.
Your request is ready.
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