QuelxThe opportunity wasn't to automate the business. It was to give it more room to grow.
Mack Group is one of Turkey's leading industrial distributors, supplying steel and flow-control products through a network of more than 12 warehouses across the country.
The business had scale.
What it didn't have was enough capacity within that scale.
Sales reps were spending hours each week on CRM administration and roughly 20% of their time preparing for meetings instead of selling. Customer service was manually processing tens of thousands of emails every month. Technical experts were spending time answering routine product questions instead of focusing on complex customer needs. Across the warehouse network, inconsistent inventory data could delay sales.
The company was ready to explore AI.
But the question wasn't whether AI could help. It was where AI could create a meaningful advantage.
We found 17 opportunities. Then narrowed them to six.
For nine weeks, Quelx worked inside the operation. We assessed AI readiness, aligned with leadership, interviewed more than 20 people across Sales, Customer Support, Administration, and Supply Chain, and mapped the workflows where time, information, and decisions were getting stuck.
Then we tested each opportunity against two things: how the work actually happened and what it could return to the business.
Seventeen opportunities emerged. Six were worth pursuing.
That distinction matters. An AI strategy isn't a catalogue of everything technology can do. It's a decision about what is worth building.
Where we focused
The roadmap targeted the parts of the operation with the clearest connection to growth and capacity.
Sales preparation and follow-up.
Customer inquiry handling.
Technical knowledge access.
Inventory visibility and accuracy.
Administrative work.
The flow of information across the commercial operation.
Each priority was tied to an existing workflow and evaluated for implementation effort, cost, and expected return.
The objective was simple: give people more capacity to do the work that creates value.
The opportunity
The roadmap identified more than 1,200 hours of capacity every month that could be redirected from administrative work to customer-facing activity.
It also identified hundreds of thousands of dollars in projected annual cost savings, and millions in potential revenue growth from increased sales capacity.
That changes the conversation.
AI stops being a technology initiative. It becomes an operating decision.
Nine weeks. Six priorities. A clear path forward.
Mack Group came in with strong interest in AI but no clear framework for deciding where to invest.
They left with six validated opportunities, implementation costs, timelines, and projected ROI.
More importantly, they had a practical path from reactive, manual operations toward a more proactive, AI-enabled commercial organization.
We didn't show them everything AI could do. We showed them what was worth doing.