Customer storyGlamox is putting agents to work across its operations, taking transactional work off people's desks and giving teams a new way to continuously improve how the company runs.
For Glamox, operational excellence is not a one-off transformation program. It is how the company runs.
But growth creates complexity. Every acquisition brings new customers, suppliers, systems and ways of working. And behind that complexity comes thousands of small operational tasks: entering orders, checking information, chasing suppliers, updating dates, resolving discrepancies and keeping systems aligned.
Individually, these tasks are simple. At scale, they consume enormous amounts of skilled capacity and create more opportunities for delays and mistakes.
Glamox wanted a different equation.
Grow the business without growing the transactional work with it.
Glamox started introducing AI agents directly into its operational workflows. Agents that do the work.
Orders arrive in different formats from customers across markets. Agents read them and enter them into Glamox's systems, and they carry the checks around each order: that the products and details are correct, that the customer's PO number is on it, contacting the customer to get it and chasing it in when it is missing, and the credit checks, which differ by geography and country. People step in when judgment or an exception requires them.
Buyers spend significant time following up suppliers for confirmations and updated delivery dates. Agents now take on that repetitive follow-up: contacting suppliers, interpreting replies and keeping confirmed dates updated. Buyers spend their time where people add more value: exceptions, negotiations and supplier relationships.
The bigger change goes beyond any single agent. Glamox is giving the people closest to the work the ability to improve it themselves.
Employees are already building dashboards, applications and agents around the problems they see every day. When teams discover repetitive work, missing information or a process that can be improved, they no longer have to wait for a traditional software project. They can build.
And where Glamox does not have the capacity to build internally, Riff's team builds alongside them.
The people who understand the operation become the people who improve the operation.
This matters particularly for a company growing through acquisitions. Today, acquiring a company often means acquiring its operational complexity as well: more systems, more processes and more manual coordination. Glamox is building toward something different.
A proven agent, application or workflow can be reused across teams and businesses. Each improvement becomes part of a growing operational capability rather than another isolated project.
Over time, more of the routine work can move to agents while people stay responsible for the exceptions, judgment, relationships and improvements that require their expertise.
As Glamox grows, operational capacity should scale faster than operational complexity.
That is what raising the bar on operational excellence looks like.