About
The hard part was never the technology.
For twelve years, companies brought me in to answer one question: how does the work actually get done here?
Not how the org chart says it is done. How it is really done — including the workaround that exists because a system said no in 2019, the spreadsheet three departments depend on that appears in no architecture diagram, and the step that only works because one person has been there long enough to know who to call.
Clients called that UX research. It was closer to field research on work itself, and the interface was only ever the part you could see.
AI changed the question being asked. It is no longer how to make software easier to use. It is how a company should operate now that a significant share of its routine cognitive work can be done by a machine — and, just as importantly, which parts must not be.
Answering that well takes the same discipline it always did: go inside, watch the real work, map it honestly, and only then decide what technology belongs where. There is no shortage of people who can build with AI. There are far fewer who can walk into a refinery, a claims floor, or a dispatch center and understand what is actually happening before proposing to change it.
That is the work. That is Besheer.
The practice
Small on purpose.
Besheer is an independent practice run by Hisham Besheer from Austin, Texas. Engagements are taken two or three at a time, which is the honest limit for work that depends on being personally in the room.
Point of view
Three things I will say in the first meeting.
Most AI programs fail for organizational reasons
Not technical ones. The model works. The workflow around it was never redesigned, so the gain evaporates on the way to the customer.
Efficiency is not the only outcome worth having
Cycle time, error rates, and the ability to keep experienced people doing work worth their judgment usually matter more than headcount math.
Some work should stay human, permanently
Saying so early is what makes the rest of the plan credible — to your regulators, your insurers, and the people being asked to adopt it.
Contact
Start with a conversation.
Tell me which function you are thinking about and what made you start thinking about it. If an assessment is not the right instrument, I will say so.