Not outsourced. Not automated. Rebuilt.
Every back-office function, redesigned and rebuilt by experienced and qualified practitioners — reducing overhead now, and holding it as the business grows.
Founded by practitioners who have delivered enterprise platforms for Fortune 500 organisations and global law firms across the UK, US, UAE and Australia
SCHEDULE A CONSULTATIONThe delivery engine
Select a function. The engineering is the same in every one. The practitioners are not. That combination is what makes breadth credible — industrialised delivery, with domain expertise specific to the process being rebuilt.
Function
Finance carries the highest transaction volume and the lowest tolerance for error of any function in the business. It has been automated at the edges for twenty years and redesigned almost nowhere — which is why cost per transaction has barely moved while volumes have multiplied.
Delivered by
Constant across all nine functions
Specific to Finance & Accounting
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
Onboarding is where revenue waits. Every day a client spends in verification is deferred revenue and another point of abandonment — and the controls that make it slow are precisely the controls nobody is willing to remove.
Delivered by
Constant across all nine functions
Specific to Client & Customer Operations
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
Every automation programme that fails, fails here. Duplicated records, inconsistent masters and manually assembled reporting mean an organisation that automates a process without first addressing the data beneath it simply produces its errors faster.
Delivered by
Constant across all nine functions
Specific to Data & Reporting
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
Service operations is the one function where demand grows automatically and capacity does not. Ticket volume rises with headcount, systems and change — and in almost every organisation the staffing model rises with it, ticket for ticket.
Delivered by
Constant across all nine functions
Specific to IT & Internal Operations
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
Procurement holds the largest pool of unmanaged spend in most organisations and the least visibility into it. Savings identified in a sourcing event are routinely lost in the operational process that follows.
Delivered by
Constant across all nine functions
Specific to Procurement & Supply Chain
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
HR spends the majority of its capacity on administration and the minority on people. The processes consuming that capacity — screening, onboarding, payroll validation, query handling — are among the most repeatable in the organisation.
Delivered by
Constant across all nine functions
Specific to People Operations
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
Marketing budgets are scrutinised on outcomes and consumed by operations. Data hygiene, campaign assembly and attribution absorb the capacity that was funded for demand generation — and the reporting that justifies the budget is the least trusted output in the business.
Delivered by
Constant across all nine functions
Specific to Marketing Operations
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
Commercial teams spend a fraction of their week actually selling. Quote assembly, pipeline correction, approval chasing and commission disputes absorb the rest — and every hour lost to that work is an hour of pipeline that never gets built.
Delivered by
Constant across all nine functions
Specific to Sales Operations
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
Function
Legal is the last function in the enterprise where reading is still the primary unit of work. Contract review, obligation tracking and regulatory response consume scarce specialist capacity on tasks that require attention rather than judgement — and the cost of missing one of them is asymmetric.
Delivered by
Constant across all nine functions
Specific to Legal, Risk & Compliance
This is why breadth does not dilute quality. Each function is different to the organisation that runs it and substantially the same to the team that rebuilds it — which is what allows the ninth engagement to cost less to deliver than the first, and why the practitioner sitting alongside the engineers is never a generalist.
CAPABILITIES 01
Designed for the exceptions, not the demonstration.
SCHEDULE A CONSULTATIONThe distance between a convincing demonstration and a production process is where most AI programmes end. Accuracy that holds against a curated sample degrades against real documents — the poorly scanned, the non-standard, the edge case that arrives once a week. The failure is rarely the model. It is that nobody designed what happens to the proportion the model gets wrong, so every exception returns to the team the automation was intended to relieve.
Nixana designs the exception path before the model. Confidence thresholds are agreed against your documents rather than a published benchmark, and every process is built with an evaluation harness that measures performance continuously instead of once at go-live. Work falling below the agreed threshold routes to a reviewer with the context to resolve it in seconds. The objective is not the highest achievable automation rate. It is the highest rate that can be defended to an auditor.
CAPABILITIES 02
The layer that determines whether everything above it works.
SCHEDULE A CONSULTATIONAutomation programmes fail on data far more often than they fail on technology. Records are duplicated across systems that were never reconciled, master data carries a decade of inconsistent entry, and the reporting leadership depends on is assembled by hand because no dependable pipeline exists. Automating on that foundation does not remove the errors. It industrialises them, at a speed that makes them considerably harder to catch.
Nixana scopes the data foundation before the automation, rather than discovering it midway through delivery. Source systems are profiled, quality rules are defined against the process that will consume them, and master data is resolved to a single dependable record. Lineage is instrumented from the outset — so when a number is challenged, and it will be, the answer takes minutes rather than a week.
CAPABILITIES 03
Integration is where these programmes are lost.
SCHEDULE A CONSULTATIONThe workflow is rarely the difficult part. The difficulty is making it operate inside an ERP configured over fifteen years, an approval hierarchy that reflects the organisation rather than the org chart, and a control environment that must satisfy an external auditor. Providers who price the visible workflow and encounter the integration afterwards are the reason these programmes overrun — and the reason so many conclude as a system running alongside the real process rather than replacing it.
Nixana designs integration first and interface second. Existing systems are treated as the constraint they genuinely are, not as an obstacle to be replaced. Controls, segregation of duties and audit trail are specified at design stage, with the practitioners who will be required to defend them. The measure of success is that the rebuilt process becomes the only process — not a parallel one that depends on the original continuing.
CAPABILITIES 04
The rebuild is the beginning of the engagement, not the end of it.
SCHEDULE A CONSULTATIONThe most common failure in this category is not a failed build. It is a successful one that decays. The provider completes the work and withdraws. The exception queue has no owner. An ERP is upgraded and an integration breaks quietly. A regulation changes and the rule is never updated. Within eighteen months the process has drifted back toward manual handling and the savings have gone — which is why many organisations approach a second programme with entirely justified scepticism.
Nixana operates what it builds. The team that rebuilt the process runs it — clearing exceptions, absorbing system and regulatory change, and continuing to raise the automation rate after go-live. This is not resourcing supplied into your organisation. It is accountability for a process and for the numbers it produces. Where you would prefer to operate the process internally, we build that capability and transfer it deliberately rather than by handover document.
Capabilities
Four capabilities deliver every function. What separates a rebuilt process that holds from one that quietly decays is not which technology is used — it is what was designed before the build began.
CAPABILITIES 01
Designed for the exceptions, not the demonstration.
SCHEDULE A CONSULTATIONThe distance between a convincing demonstration and a production process is where most AI programmes end. Accuracy that holds against a curated sample degrades against real documents — the poorly scanned, the non-standard, the edge case that arrives once a week. The failure is rarely the model. It is that nobody designed what happens to the proportion the model gets wrong, so every exception returns to the team the automation was intended to relieve.
Nixana designs the exception path before the model. Confidence thresholds are agreed against your documents rather than a published benchmark, and every process is built with an evaluation harness that measures performance continuously instead of once at go-live. Work falling below the agreed threshold routes to a reviewer with the context to resolve it in seconds. The objective is not the highest achievable automation rate. It is the highest rate that can be defended to an auditor.
CAPABILITIES 02
The layer that determines whether everything above it works.
SCHEDULE A CONSULTATIONAutomation programmes fail on data far more often than they fail on technology. Records are duplicated across systems that were never reconciled, master data carries a decade of inconsistent entry, and the reporting leadership depends on is assembled by hand because no dependable pipeline exists. Automating on that foundation does not remove the errors. It industrialises them, at a speed that makes them considerably harder to catch.
Nixana scopes the data foundation before the automation, rather than discovering it midway through delivery. Source systems are profiled, quality rules are defined against the process that will consume them, and master data is resolved to a single dependable record. Lineage is instrumented from the outset — so when a number is challenged, and it will be, the answer takes minutes rather than a week.
CAPABILITIES 03
Integration is where these programmes are lost.
SCHEDULE A CONSULTATIONThe workflow is rarely the difficult part. The difficulty is making it operate inside an ERP configured over fifteen years, an approval hierarchy that reflects the organisation rather than the org chart, and a control environment that must satisfy an external auditor. Providers who price the visible workflow and encounter the integration afterwards are the reason these programmes overrun — and the reason so many conclude as a system running alongside the real process rather than replacing it.
Nixana designs integration first and interface second. Existing systems are treated as the constraint they genuinely are, not as an obstacle to be replaced. Controls, segregation of duties and audit trail are specified at design stage, with the practitioners who will be required to defend them. The measure of success is that the rebuilt process becomes the only process — not a parallel one that depends on the original continuing.
CAPABILITIES 04
The rebuild is the beginning of the engagement, not the end of it.
SCHEDULE A CONSULTATIONThe most common failure in this category is not a failed build. It is a successful one that decays. The provider completes the work and withdraws. The exception queue has no owner. An ERP is upgraded and an integration breaks quietly. A regulation changes and the rule is never updated. Within eighteen months the process has drifted back toward manual handling and the savings have gone — which is why many organisations approach a second programme with entirely justified scepticism.
Nixana operates what it builds. The team that rebuilt the process runs it — clearing exceptions, absorbing system and regulatory change, and continuing to raise the automation rate after go-live. This is not resourcing supplied into your organisation. It is accountability for a process and for the numbers it produces. Where you would prefer to operate the process internally, we build that capability and transfer it deliberately rather than by handover document.
The engagement model
Four stages, applied consistently regardless of which capability leads the work. Each stage is separately scoped and separately contracted. The engagement may conclude at the end of any stage, with all work product transferring to the client.
Two to three weeks
The process is mapped as it operates rather than as documented, and its current cost established on a per-transaction basis — per invoice, per case, per ticket, per report.
The baseline is the client's property, delivered irrespective of whether the engagement proceeds, and documented to a standard that permits any provider to be held against it. Where the economics do not support a rebuild, that conclusion is reached in week three.
Eight to fourteen weeks
The process is redesigned and rebuilt — extraction, data foundation, workflow, integration, exception handling and controls, in the proportion the process requires — and operated in parallel with the existing process until performance is established.
Transition is not scheduled to a go-live date. The existing process is decommissioned once the rebuilt process has demonstrated, against the client's own baseline, that it performs to the standard agreed at the outset. Where it does not, remediation sits with Nixana.
Ongoing
Nixana operates the rebuilt process: exceptions cleared to agreed service levels, system and regulatory change absorbed within the engagement, and the automation rate improved after go-live rather than fixed at it.
Performance is reported monthly against the metrics established at baseline — the same measures, calculated identically, for the duration of the engagement.
From the second function onward
The integration layer, data foundation, control patterns and evaluation harnesses established for the first function are not rebuilt for the second. Each subsequent function is delivered more quickly and at lower cost than the one preceding it.
The work is reused rather than repeated. The economics of the relationship improve as it extends.
Leadership
Nixana's proposition was formed on the client side of it. Its founder spent the formative part of his career inside multi-billion dollar enterprises, carrying the cost base that Nixana now rebuilds.
Leadership
Founder & Chief Executive
Chuck began his career inside ASX-listed and state-owned enterprises with multi-billion dollar revenues, leading major transformation programmes. The remit was consistent across all of them: not how the business could run more efficiently, but what it would need to look like to still be competitive in a decade — and what technology made that possible.
He went on to found and scale a vertically specialised technology firm in the legal sector — delivering AI-first platforms and managed operations for Fortune 500 organisations and top-tier global law firms across the UK, US and Australia, with engineering and AI capability established in Colombo. The firm has been recognised across multiple international awards for enterprise platform delivery in both legal and consumer sectors, and in 2026 became one of the first legal technology providers globally admitted to Anthropic's Claude Partner Network.
Legal was the proving ground, not the boundary. It is among the least forgiving environments in which to rebuild a process — privilege, regulatory exposure and audit obligation leave narrow tolerance for error, and the buyers are among the most conservative in the market. What was built to hold under those conditions holds comfortably elsewhere.
The processes beneath a law firm are not specific to it. Finance, people operations, procurement, client onboarding, marketing and internal service operations carry cost in every organisation, and in most they have never been redesigned. Nixana rebuilds them across every back-office function.
Delivery model
Nixana operates across four locations. Commercial presence sits close to clients; delivery sits where the depth of talent is greatest. The distinction is deliberate.
Delivery model
Nixana operates across four locations. Commercial presence sits close to clients; delivery sits where the depth of talent is greatest. The distinction is deliberate.
United States
Commercial presence, with delivery scheduled around a defined overlap window.
United Arab Emirates
Dubai
Headquarters and commercial base. Within a single working day of the United Kingdom, Europe, Asia and Australia.
Sri Lanka
Colombo
Primary delivery centre. Engineering, data and AI capability alongside the functional practitioners who work with it — finance, legal, HR, procurement and operations specialists recruited from a deep professional services market.
Australia
Commercial presence and established client relationships across the region.
United States
Commercial presence, with delivery scheduled around a defined overlap window.
United Arab Emirates
Dubai
Headquarters and commercial base. Within a single working day of the United Kingdom, Europe, Asia and Australia.
Sri Lanka
Colombo
Primary delivery centre. Engineering, data and AI capability alongside the functional practitioners who work with it — finance, legal, HR, procurement and operations specialists recruited from a deep professional services market.
Australia
Commercial presence and established client relationships across the region.
United States
Commercial presence, with delivery scheduled around a defined overlap window.
United Arab Emirates
Dubai
Headquarters and commercial base. Within a single working day of the United Kingdom, Europe, Asia and Australia.
Sri Lanka
Colombo
Primary delivery centre. Engineering, data and AI capability alongside the functional practitioners who work with it — finance, legal, HR, procurement and operations specialists recruited from a deep professional services market.
Australia
Commercial presence and established client relationships across the region.
