Solutions by use case
Our products, tailored to concrete audiences and scenarios.
EU AI Act for HR software: classifying recruiting AI correctly
AI systems for personnel selection or candidate scoring frequently fall into the high-risk category (Annex III) under the EU AI Act. HR teams must classify these systems, document them, and ensure human oversight — which is exactly where structured classification helps.
EU AI Act for chatbots: meeting the transparency obligations
Chatbots usually do not fall under high-risk in the EU AI Act, but they are subject to transparency obligations: users must be able to recognise they are interacting with an AI. Correct classification clarifies what disclosure is concretely required.
Budget app for couples: shared finances without friction
Couples usually fail at budgeting not on the maths but on transparency and fair splitting. An app with a shared hub shows both the same numbers in real time — shared expenses visible, individual goals kept separate.
Budget app for students: staying on top of a tight budget
For students the budget is tight and irregular: grant, side job, family support, plus tuition fees in waves. An app that brings income and spending together and warns before the end-of-month gap replaces gut feeling with numbers.
Project management for agencies: steering client projects in parallel
Agencies juggle many client projects at once, often with shifting teams. What matters is four views on the same data — list, Kanban, timeline, calendar — plus an honest view of deadlines and risks across all projects.
Accompanying GLP-1 therapy: from the first injection to tapering off
GLP-1 therapies (Wegovy, Ozempic, Mounjaro, Saxenda) run in phases with different needs: titration, everyday use, tapering. A phase-aware companion adapts support and information to the current phase — neutral and ad-free.
Public construction contracts: Submira for construction firms
On public construction work, much is decided before price: whether your reference projects match the type of build tendered, whether the lot structure matches your capacity, and whether the bill of quantities contains items that will later turn into variations.
Submira for general contractors: evidence across the whole chain
On general and design-build awards, the effort is not your own evidence but the chain: suitability and social-insurance evidence must exist for every named subcontractor, be current, and be obtained inside the bid deadline — that is the real bottleneck.
Submira for IT providers: framework agreements, security evidence, vocabulary
On IT tenders, keyword search fails reliably because awarding bodies name the same service very differently. The second bottleneck is the security and data-location evidence, which varies per procedure and needs lead time.
Submira for engineering firms: winning on key personnel
On engineering services the individual is assessed, not just the firm. Assessment rests on key personnel with documented roles, project periods and comparable references — so the evidence burden sits in personnel files.
Submira for architecture practices: pre-qualification and study commissions
For architecture practices it is often not the competition entry that decides but the pre-qualification before it: miss the application deadline or fail to evidence the required references and you never take part — regardless of design quality.
Submira for consultancies: frameworks, call-offs, day rates
On consulting services, most volume runs through frameworks with later call-offs. A firm not on the framework never sees the call-offs. Access is therefore decided years before the individual mandate.
Submira for facility and cleaning providers: winning multi-year contracts
On cleaning and FM awards the service is labour-intensive and the contract multi-year. Two things therefore decide it: the site visit as the basis for costing, and the employment-law evidence that must stay demonstrable across the whole term.
Submira for SMEs without a bid team: the first public contract
Entry rarely works through the largest visible procedure but through smaller awards in your own canton and field. Before that, assemble the standard evidence once, properly — after which every further submission costs a fraction.
FLIORE for single family offices: one mandate, many entities
A single family office serves one family but typically a dozen entities across several jurisdictions. The effort comes not from the number of mandates but from the nesting of the structures and the duty to evidence them.
FLIORE for multi family offices: separation that holds technically
A multi family office carries the same problem as a single family office, multiplied — plus one more: separation between families must be technically guaranteed, not merely organisationally arranged.
FLIORE for trustees: evidencing as the daily work
For trustees what governs is not the control performed but the control documented. Daily work therefore consists of evidencing — and evidencing is worst served by mail folders and shared drives.
FLIORE for independent asset managers: operations alongside the portfolio
At independent asset managers, investment work competes with operations: client reporting, data upkeep, compliance evidence and fee billing. Operations usually wins that competition — at the cost of time for the actual service.
FLIORE for compliance officers: from control to evidence
The compliance function rarely fails on diligence but on demonstrability. What counts is a process that produces the evidence as a by-product rather than requiring it to be reconstructed afterwards.
FLIORE for foundations and trusts: keeping purpose visible
With foundations and trusts the question is less return than purpose: who is a beneficiary, which resolution supports a distribution, and is the separation from the family’s other wealth documented.
From Excel to FLIORE: migration in ordered steps
Migration from spreadsheets rarely fails on the import but on the state of the data beforehand. The ordered route is: one mandate first, clean up before exporting, run parallel briefly, then sign off and bring the rest across.
FLIORE for cross-border mandates: one family, several rulebooks
On cross-border mandates the question is not who the beneficial owner is but under which rulebook they are assessed. The governing thresholds diverge considerably by jurisdiction.
EU AI Act for agencies: classifying AI used on client work
A firm deploying AI on client work, or building it into client products, can become a provider under the EU AI Act rather than only a deployer. That role question determines the entire set of obligations and belongs settled per engagement, not once for the agency.
EU AI Act for public administration: duties as a deployer
Public bodies deploying high-risk AI face additional duties, notably the fundamental rights impact assessment. The first step is a complete register of the AI systems in use — which in most administrations does not yet exist.
EU AI Act for SaaS providers: when the product itself is the AI system
Building an AI feature into a SaaS product generally makes the vendor a provider under the EU AI Act — with broader duties than a mere user. At the same time, enterprise buyers increasingly ask for exactly that evidence in procurement.
EU AI Act: the first steps when nobody knows where AI runs in the house
AI Act preparation rarely fails on the assessment and almost always on the inventory: nobody knows which AI systems actually run in the company. The first step is therefore not a compliance project but a stocktake.
Subscription tracking for Swiss households: getting the overview back
The typical household underestimates its running subscriptions considerably, because they sit across cards, accounts and app stores and each looks small. The first step is not cancelling but a complete list — usually the total alone is the surprise.
Software subscriptions in a small business: when nobody knows the full set
In a small business it is not one function that takes out subscriptions but everyone for their own area. The result is duplicates, orphaned licences from departed staff, and renewals nobody sees coming — usually more money than a cancellation round saves.
Cutting subscription costs without giving up what matters
Most of the saving lies not in going without but in unused subscriptions, duplicates and the wrong billing cycle. Working in that order usually cuts costs considerably before anything is actually missed.
Subscriptions in several currencies: why the total is never right
With subscriptions in several currencies the total is almost always wrong, because rates move, cards convert at their own rate, and foreign-currency fees are added. A reliable figure only emerges when all three effects are carried.
Subscription tracking in distributed teams: across countries, cards and time zones
In distributed teams, tool subscriptions arise across several countries, currencies and time zones. The inventory is therefore harder to capture than in an office — and renewal deadlines pass while nobody is working.
Subscription overview without bank access: why that is the more deliberate choice
Automatic subscription detection requires access to your complete transaction history — far more than the subscriptions themselves. Going without costs a little capture effort at the start and is for many the more deliberate trade.
A household budget for families: one budget, several people
A family budget rarely fails on the arithmetic. It fails because several people create spending but only one records it — and because the line between shared and private was never spoken aloud.
Your first budget: starting without over-engineering it
A first budget almost always fails on too much detail: thirty categories, daily entry, and after two weeks it stops. A start that holds begins with fixed costs and few categories.
Budgeting on an irregular income
With fluctuating income, monthly logic fails: a good month invites spending, a bad one creates panic. The workable alternative plans against a base need and buffers the difference, rather than budgeting against an average.
GLP-1 therapy: structuring the first weeks
The first weeks of GLP-1 therapy are the most demanding: side effects occur most frequently, the dose is stepped up, and most questions arise between appointments. Structured documentation is what makes that phase discussable.
Preparing a GLP-1 review appointment: getting more out of twenty minutes
A review appointment rarely lasts more than twenty minutes, and much of it goes on reconstructing from memory. Bringing adherence, symptom course and questions prepared shifts that time to the actual consultation.
Project management in an SME with no project manager
In many SMEs nobody runs projects full time; they happen on the side through email, spreadsheets and word of mouth. What holds is not a process but a shared overview — method comes afterwards, if at all.
Building a habit after it has failed several times
People who have failed repeatedly rarely fail on discipline and usually on the model: streak thinking turns the first missed day into an ending. The useful switch is from counting to self-description — a missed day refutes a run, but not an identity.
Submira for security service providers: tenders with personnel evidence
Security services are tendered by public bodies regularly and usually over multi-year contracts. The effort sits less in the price than in the evidence on personnel, licences and the operating concept — and that evidence repeats across every tender.
Submira for transport and logistics: tenders with fleet and environmental evidence
In transport and logistics tenders, it is increasingly not only price and capacity that decide but sustainability criteria too. Fleet composition, emissions figures and evidence on working conditions become recurring mandatory details that must be evidenced again in every single bid.
Submira for bidding consortia: submitting jointly without version chaos
In a bidding consortium a bid emerges from contributions by several companies. The real risk is not the professional work but the coordination: unclear responsibilities, versions circulating by email, and evidence that turns out to be missing only near the deadline.
After losing a tender: making something of the rejection
A rejection is the only feedback a bidder receives in a procurement procedure — and it usually gets filed unused. Anyone who evaluates the reasoning systematically and works it into their own bid content improves the starting position for the next procedure.
Your first public tender: where to start
A first public tender rarely fails on the bid and usually on the selection: first-time bidders reach for a procedure too large or too formal for a start. The route that holds begins with a deliberately smaller tender.
Submira for framework agreements: the award is only the start
A framework agreement generally does not oblige the buyer to purchase — it sets the terms for possible call-offs. Costing it like a secured contract misprices it; not planning the call-off phase wins the award and makes little of it.
Submira for training providers: winning tenders for training services
In tenders for training services, the people deployed count almost as much as the concept. Trainer profiles, qualification records and teaching concepts repeat across procedures — and are nonetheless usually reassembled each time.
Submira for healthcare suppliers: tenders with conformity evidence
In healthcare tenders, a second layer is added to the usual evidence burden: product documentation covering approvals, conformity records, traceability and details of supply capability. Those documents are largely the same across procedures and are nonetheless reassembled every time.
Fliore across several custodians: one consolidated view instead of many statements
Consolidating assets across several custodians rarely fails on the arithmetic and usually on three things: differing statement formats, divergent valuation dates, and inconsistent classification of the same position. An overall view only emerges once all three are settled.
Fliore for illiquid holdings: valuing what has no price
Illiquid positions have no daily price, and that is exactly what makes the overall view difficult: a valuation from a year ago sits beside a current market price. The view becomes reliable only when every valuation carries its date and its basis.
Fliore for family reporting: clear without becoming wrong
A report to the family has a different audience from one to the custodian. The difficulty is staying understandable without becoming wrong through simplification — particularly with illiquid positions and with figures that only hold with context.
Fliore in succession: passing on knowledge, not only wealth
In a family office succession the wealth is passed on; the knowledge about it often is not. Why a structure was set up as it was, which decisions lie behind it, and who the contacts are usually sits in individual heads.
Fliore for newly formed family offices: the first six months
A newly formed family office must be operationally capable long before structures, processes and reporting are finished. The pragmatic start begins not with the target picture but with a complete stocktake of what actually exists.
Fliore before an audit: evidencing rather than reconstructing
An audit rarely asks whether a figure is right but where it came from. Anyone holding valuations, changes and decisions continuously with date and basis answers that in minutes — anyone who does not reconstructs for weeks.
Fliore with a large property share: bringing objects, financing and income together
Property follows its own logic: infrequent valuations, attached financing, and running income and costs. It therefore sits sensibly beside securities in an overview only when gross and net views are distinguished.
Fliore for philanthropy: tracking grants like investments
Philanthropic grants are often tracked less rigorously than investments — although they share the same features: multi-year commitments, staged payments and reporting duties. Without structured tracking the same uncertainty arises as with unrecorded capital commitments.
AI literacy under Article 4: what a smaller company actually has to do
Article 4 of the EU AI Act obliges providers and deployers to ensure a sufficient level of AI literacy among their staff. In practice that means knowing which AI runs in the business, naming the roles affected, training them appropriately and documenting attendance.
Innovation responsibility without a job description: how to make it work
In many companies someone is handed innovation on top of their actual role — without budget, mandate or method. Carrying it properly takes three things: criteria for selecting between ideas, a language for putting decisions to leadership, and a demonstrable record of competence.
The AI Act for compliance leads: fitting it to systems you already run
If you already run data protection or an information security management system, the AI Act does not start from zero. Registers, risk assessment and evidence trails already exist. What is new is the classification logic under Article 6, the provider–deployer distinction, and standalone transparency obligations.
Habits when self-employed: structure without an external frame
Self-employed people have no external frame shaping the day, and sharp swings between busy stretches and quiet weeks. Routines therefore have to work at both ends: under load, when there is no time, and in the lull, when there is no pressure.
Habits as a leader: when your calendar belongs to other people
Leaders rarely fail at habits for lack of motivation; they fail for lack of control over their own calendar. Only routines placed at the edges of the day, or embedded in existing meetings, hold up — not ones that assume a free block.
Routines at home: when work and living share the same room
Working from home removes the transitions that used to separate work and private life automatically. Without deliberate replacements you either work constantly or never quite start. What helps are rituals that mark a beginning and an end, not additional productivity techniques.
Project management for distributed teams: status without a status meeting
Distributed teams have no incidental information flow. What is not written down does not exist for half the team. It only works once status is visible without asking — and once one view counts as authoritative.
Project management for IT service providers: projects and support in one place
IT service providers operate in two modes at once: planned projects and unplanned support. Planning only the projects means planning past reality, because incidents tie up the same people. What is needed is a shared view of both kinds of work.