The Agentic Stack of QNTMX

An AI-native operating model for commercial growth.

QNTMX combines human judgment with agent-enabled workflows across market intelligence, account strategy, executive engagement and revenue operations — turning fragmented commercial activity into a repeatable system.

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QNTMX / OPSDEMO

4 × 12Agents and harnesses per stack

Agent-ledCapacity without equivalent permanent headcount

WeeksFrom assessment to prioritised action

6EEvery engagement scored against the model

The Organisation

Human judgment. Four agents. One operating model.

Each QNTMX agent owns a defined commercial function and runs a harness of specialised workflows beneath it. Automation increases execution capacity; prioritisation, commercial judgment and client decisions remain human-led.

THE JUDGMENT LAYERHuman

Shreya Friend · Founder & Principal

Twenty years of enterprise revenue leadership across Salesforce, AWS and Wipro. Designs the operating model, sets commercial direction and leads engagements.

AGENT ORCHESTRATION · CLAUDE

SCOUTIntelligence

Maps target accounts, market signals, executive movements, account priorities and warm connection paths — before any approach is made.

SIGNALSNETWORKSWATCH

HERALDPresence

Carries the firm's voice — public thinking, executive outreach and every reply, in one consistent register.

VOICEOUTREACHTHREADS

FORGEAssets

Builds the artefacts of the practice — positioning documents, executive materials, models and sites.

STUDIODOCSBUILD

LEDGEROperations

Runs the operating rhythm — pipeline, records, cadences and disciplined follow-through.

PIPELINERECORDSRHYTHM

Organisation chart maintained by FORGE.

The Product

The operating model is the product.

QNTMX installs an agent-enabled commercial system: a Scout for market intelligence, a Herald for executive engagement, a Forge for commercial assets and a Ledger for operating rhythm. Each is tuned to the client's revenue architecture and scored against the 6E Adaptive Operating Model™.

Built for fast-emerging businesses — too fast for committees, too nimble for consultancies, too ambitious to let value leak. The companies usually filed under "small". They aren't small. They're early.

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The Judgment Layer

How much value is being lost today — and what would the business look like at its optimal state?

Twenty years inside Fortune 500 and FTSE 100 revenue engines at Salesforce, AWS and Wipro taught its founder one pattern: enterprises don't lack technology — they lack an adaptive operating model, one that keeps pace with their evolution and keeps them ahead of it.

The last decade optimised what companies spend. The next one re-architects what they earn — usage models, repeatable revenue and efficient operations designed to increase capacity without equivalent growth in headcount. That's the calibration QNTMX runs.

QNTMX uses agent-enabled workflows to compress research and operating cycles while keeping prioritisation, commercial judgment and client decisions human-led.

Salesforce · Amazon Web Services · Wipro · Stanford · MIT · Leeds

6E^™

Judgment runs on the 6E Adaptive Operating Model™

An enterprise is not a collection of isolated outcomes — it is one continuous system of value creation. The 6E Adaptive Operating Model™ maps that system across six dimensions, so a lever pulled in one is traced through every other. It asks one question: how much value is being lost today — and what would the business look like at its optimal state?

EconomicsMargin architecture & revenue leakage

EfficiencyWorkflow velocity & automation

ExperienceCustomer & employee friction

EnvironmentResource footprint, priced in £

EnablementOperating model & data literacy

ExpansionRepeatable, non-linear growth

Framework developed by Shreya Friend · QNTMX

Representative Scenarios

Three operating models under pressure.

QNTMX starts with the commercial system already in place: where value is created, where it leaks and which decisions will change the outcome. These examples show how the 6E model translates into a practical engagement.

Illustrative UK mid-market operating profiles. Opportunity ranges are hypotheses for validation through a 6E audit—not reported client results.

Scenario 01Consumer · Retail

UK omnichannel sleep and mattress retailer

A founder-led retailer operating stores, e-commerce and a bulky-item home-delivery network across the UK.

£80–140mTurnover

35–60Stores

3Sales channels

What is visible

Promotional pricing obscures true contribution margin. Paid-media cost, returns, exchanges, failed delivery and ageing inventory sit in different systems, so channel performance looks healthier than delivered economics.

QNTMX intervention

Build a delivered-margin view by SKU, channel and order outcome; identify leakage across acquisition, fulfilment and aftercare; then establish a 90-day decision cadence around pricing, inventory and customer lifetime value.

Value hypotheses to validate

+150–300 bps margin10–20% lower failure cost1–2 months faster CAC payback

Scenario 02Food · Manufacturing

UK speciality food manufacturer and distributor

A multi-site producer selling through grocery, wholesale, hospitality, export and a growing direct channel.

£60–120mTurnover

2–4Sites

5Routes to market

What is visible

Growth is concentrated in customers and products with uneven economics. Trade spend, forecast variance, short-dated stock, service penalties and working capital are reviewed separately rather than as one value system.

QNTMX intervention

Connect customer and SKU profitability to demand, inventory and service performance; isolate the accounts and promotions destroying value; and install a shared operating rhythm across commercial, finance and supply chain.

Value hypotheses to validate

+100–250 bps contribution8–15% lower inventory+3–6 pts service level

Scenario 03Technology · B2B

UK B2B software and managed-services business

A UK and European growth company combining subscription software, professional services and emerging usage-based offers.

£20–50mARR

250–600Customers

3Revenue models

What is visible

Pipeline exists but enterprise pursuits stall. Product, services and partner motions tell different stories; pricing does not reflect delivered value; and expansion signals are not converted into coordinated account action.

QNTMX intervention

Rebuild segmentation and pursuit qualification; create a single executive value narrative and commercial architecture; map partners and stakeholders; and run a weekly decision rhythm from opportunity through expansion.

Value hypotheses to validate

+5–10 pts win rate10–20% shorter cycle+3–6 pts net retention

Start with a complimentary Level 1 operating-model review. QNTMX will identify the most material value leaks and outline a target AI-first operating model, including priority decisions and a practical 90-day action frame.

Request a Level 1 review

Engagements

Three ways in

THE AUDIT

6E profitability forensics

Where value is leaking, what each leak is worth in pounds, and which to seal first — delivered in weeks, not quarters.

THE STACK

Your agent organisation, installed

Scout, Herald, Forge and Ledger — deployed inside your business, harnessed to your tools, answering to your judgment.

THE ARCHITECTURE

Revenue that compounds

The operating model calibrated for repeatable, non-linear growth — increasing commercial capacity without equivalent permanent headcount.