How Vepartment is built

1.1 What Vepartment is

Vepartment gives a company departments that draft its work. A department learns the company in about ten minutes of questions — what you sell, to whom, how you speak — and then prepares posts, offers, emails and reports for people to read, change or approve. Nothing is sent or published without a yes, and who said yes to what, and when, is recorded.

On screen the structure is Company › Department › Team. There are nine departments: Marketing, Sales, Branding, Business, Scouting, Finance, Sustainability, Legal and Customer Success. Each one keeps what it has learned about the company, so the second month's drafts start from everything the first month taught it. Ori, the company's assistant, is the voice you talk to in chat when a question does not belong to one department.

The long-term aim is modest to state and hard to do: that a small company can have the departments a larger one has, and that every piece of work those departments produce stays under the owner's yes.

1.2 Three design choices

Three choices run through the whole system and separate it from a general assistant:

1. Work is organised the way companies are. Departments, not prompts. A Marketing department knows what a Marketing department is for; a Legal department knows what it must never do alone.
2. The department remembers. Facts about the company, decisions already taken and drafts already approved stay with the department. A reader does not re-explain the business every time.
3. You choose how much a department may do alone. The Human Agency Scale (HAS², patent pending) records that choice per department. It starts at “ask me every time”; later you can let a department do small routine steps on its own. Anything sent to a customer still waits for your yes.

Underneath, the platform combines several models, a routing layer that decides which department and which team a task belongs to, a knowledge store per company, and an approval record that every outgoing action must pass through.

1.3 Where the company stands

Vepartment S.r.l. was founded in Milan in July 2025. CDP Venture Capital is the pre-seed investor. The company is an alumnus of the Startupbootcamp accelerator, received the EY Award at DigithON 2026, and is also supported by Style IT and WTC. The platform is live at vepartment.com with the nine departments, a fourteen-day free trial and no card to start. The HAS² framework is patent pending at the USPTO.

The platform is young. This document does not report customer numbers, revenue or measured savings, because there are none yet that we would stand behind in print.

1.4 What it is for

Most companies that would use Vepartment do not have a marketing department, a legal department or a sustainability department. They have one or two people doing everything, and the work that nobody owns does not get done: the post that was never written, the offer that went out late, the report the bank asked for. Vepartment is for that gap. In practice it does four things:

1. It drafts the routine written work of a department so that a person reviews instead of starting from blank.
2. It keeps one place where the company's facts and decisions live, instead of in people's heads.
3. It records who approved what, so a month later nobody has to guess.
4. It lets the owner decide, department by department, how much runs without being asked.

We do not claim it replaces a team. It gives a small team departments to delegate to, under the team's own yes.

2.1 Knowledge that lives in people

In most small and medium companies, what the company knows about itself — why a product is priced the way it is, which supplier is slow, how the founder likes to write to customers — is held by two or three people and nowhere else. When one of them is on holiday, the work either waits or is done without that knowledge.

Brand decisions, campaign learnings, supplier constraints, sustainability data and sales history exist in disconnected documents, spreadsheets and inboxes. This is not a failure of the people; it is what happens when there is no department whose job it is to keep it.

AI assistants dropped into this environment inherit the same gap. Each conversation starts from nothing, and the answer is only as good as what the person remembered to paste in.

2.2 Too many tools, too little coordination

Companies have answered growing complexity by adopting more software. Over time this becomes tool sprawl: several systems managing overlapping work, each one needing a person to carry information between them. The result:

1. People spend time moving information between tools rather than deciding
2. Processes depend on who happens to know how things are done
3. The reasons behind decisions are never written down
4. Adding people does not make the company proportionally faster

An assistant layered on top of each tool makes single tasks quicker but leaves the coordination problem exactly where it was.

2.3 The limits of task-by-task AI

Most AI products today are built around a single task: write this, summarise that, answer this question. They are useful inside that task and blind outside it. They lack:

1. Memory of the company across days and tasks
2. Any sense of which department a piece of work belongs to
3. A record of what was approved and by whom
4. A place in a multi-step process that other people depend on

So the AI stays reactive. It answers when asked and does nothing otherwise. That is fine for a tool; it is not what a department does.

2.4 What a department-shaped answer needs

To be useful as a department rather than a tool, an AI system has to be organised the way the company is organised. It must:

1. Map to real departments with real responsibilities
2. Keep what it learns and build on it
3. Hand work between departments without a person carrying it
4. Let the owner decide how much it does alone, and stop at the line the owner draws

Without these, AI adoption in a small company stays a series of experiments by whoever is curious. Vepartment is built for this gap: departments that draft the work, with the owner's yes before anything leaves the building.

3.1 What Vepartment is

Vepartment is a web application in which a company runs departments that draft its work. Each department is a standing unit, not a prompt: it has a brief about the company, a memory of past decisions, a set of things it knows how to produce, and a setting that says how much it may do without asking.

A department is responsible for one function — Marketing, Sales, Branding, Business, Scouting, Finance, Sustainability, Legal or Customer Success — and keeps working over time. Unlike a chat window, which forgets, a department carries what it learned in September into October.

Vepartment does not replace the people in a company. It gives them departments to delegate routine written work to, and keeps the decision with them.

3.2 From tools to departments

A tool is invoked, produces an output, and is done. A department has a job and keeps doing it. The difference shows in four places:

1. Work is attached to a function (Marketing), not to a single request
2. What the department learns about the company stays with it
3. The department works inside a defined responsibility and stops at its edge
4. Every draft is produced in the context of the company's goals and earlier decisions

Organising the system this way means it grows the way a company grows: by adding a department, not by writing a longer prompt.

3.3 Design principles

The platform is built on five principles:

1. Match the company. The structure on screen — Company › Department › Team — is the structure of a real business, so nobody has to learn a new vocabulary.
2. Modularity. Departments are independent. A company can run one, add a second next month, and switch one off without touching the others.
3. Memory. Facts, decisions and approved drafts are kept and reused.
4. Your yes. Nothing goes to a customer or the public without a recorded approval. How much a department does before asking is a setting the owner controls.
5. Connections. Departments read from and, when allowed, write to the tools a company already uses.

These principles are meant to hold for a one-person company and for a group with several business units.

3.4 Scope and boundaries

Vepartment is a place where departments draft work and people approve it. It is not a general-purpose assistant and it does not replace a company's systems of record.

Within its scope, Vepartment:

1. Runs nine departments and routes work to the right one
2. Keeps the company's brief, documents and decisions in one place
3. Connects to existing tools and data sources
4. Records every approval and every action a department took

Outside its scope, Vepartment does not try to replace:

1. Accounting, inventory, product or customer databases (ERP, PIM, CRM)
2. The authorship and taste of the people who run the company
3. Legal, financial or executive decisions — the Legal and Finance departments draft; a person signs

Keeping the boundary clear is what lets a company adopt Vepartment without changing anything else it runs on.

4.1 What a department is

A department in Vepartment is a standing unit that owns one function of the company. It is made of a brief about the company, a set of teams, a memory, and an autonomy setting.

Where a human department relies on habit and tacit knowledge, a Vepartment department writes down:

1. What it is responsible for
2. What it knows about the company and where that came from
3. What it produces and what each piece needs before it is ready
4. When it must ask before acting

Because this is written down, the department keeps working the same way regardless of who in the company is available that day, and what it learns accumulates instead of resetting with each request.

4.2 Teams inside a department

Inside a department, work is divided into teams. A team covers one clearly bounded part of the department's job — in Marketing, for example, social posts, email campaigns and the content calendar are separate teams. Teams sit between the department and the individual pieces of work.

Teams are designed to:

1. Hold the knowledge and rules for their slice of the work
2. Have clear inputs and a clear kind of output (a post, an offer, a page of a report)
3. Work on their own while staying readable by the rest of the department
4. Be added or switched off without disturbing the others

This is how a department avoids becoming one large, vague agent, and how the owner can see exactly which team produced which draft.

4.3 Mapping the company to the system

The words on screen are the words a company already uses.

Keeping these names the same as the company's own makes the system easier to adopt and easier to govern: a founder knows what “the Legal department asked a question” means without a manual.

4.4 What a team is made of

Each team has four parts:

1. Knowledge. The company brief, uploaded documents, past drafts and the facts the team has been told, all scoped to that team's job.
2. Agents. The workers that draft, each with a role, the team's vocabulary and the things it must check before a draft is ready.
3. Rules. When the team works, what order the steps run in, and which steps need a person.
4. Doors. The ways in and out: chat, the approval list, connected tools, and hand-offs to other teams or departments.

Separating these keeps each part replaceable. A model can be swapped without touching the knowledge; a rule can be tightened without retraining anything.

4.5 Work that crosses departments

Departments are not sealed off from each other. Handing work across is part of the system.

1. A department can ask another for a fact or a draft
2. A supervisor checks that what crosses the line is allowed to
3. A piece of work can run through several departments before it reaches the approval list

For example, the Sustainability department can take the materials list the Business department keeps and the sales figures from Finance to draft the report a buyer asked for. The person approving sees one report, with each department's contribution recorded.

4.6 Switching on, configuring, growing

Departments and teams adapt to the size of the company:

• Pick what you need: a company switches on the departments its plan allows and leaves the rest off
• Set how much runs alone: the autonomy setting is per department, so Marketing may run routine steps alone while Legal always asks
• Grow: the same structure holds for one person on one department and for a group where every business unit has all nine

New teams come from the department's own catalogue, or from a description typed in chat: tell the company what kind of work you need done and it proposes the department and team that would do it.

4.7 What a company gets from this

Organising the system as departments and teams gives a company:

1. One place where what the company knows is kept
2. A clear owner for every piece of work
3. A record of who decided what
4. Departments it did not have the headcount for

5.1 Why this has to be a setting, not a promise

Once a system can draft and send on a company's behalf, the real question is not whether it can do the work but how much of it should happen without a person looking. That has to be a setting the owner controls, written into the system, not a line in a terms page.

People who delegate work do not want a choice between doing everything themselves and handing everything over. They want to start cautious and loosen the leash as trust grows, and to keep certain things — anything a customer will see — under their own hand for good.

Vepartment treats this as a first-class part of the system: a per-department setting that every action is checked against.

5.2 The scale (HAS²)

The Human Agency Scale, HAS², is the name for that setting. It runs from L1 to L5, and a higher number means more human control, not less — the opposite of the scales used for machines, where higher means more independence. At every level, one rule holds: anything that goes to a customer or to the public waits for a recorded yes. The scale only changes what happens before that point.

1. L5 — Ask me every time. The department prepares a draft and stops. A person opens it, changes it or approves it. This is where every new department starts, and where legal and money matters usually stay.
2. L4 — You lead. The department prepares the week's drafts and the material behind them together and asks once, so a person reviews a set rather than being interrupted for each one; the person makes every decision.
3. L3 — Propose. The department drafts and recommends, and may do small internal housekeeping on its own: file a document, update the calendar, gather the facts for a report, prepare the next draft when the last one was approved. Nothing leaves.
4. L2 — Do, and flag. The department does its routine work and prepares follow-ups and reminders, queued ready for a yes, and stops at anything unusual: a number out of range, a customer it has not seen, a rule it is not sure about.
5. L1 — Routine on its own. The department runs its whole internal routine without being asked and keeps the approval list full. Every send still waits for a person.

A lower level is not better. A Legal department will usually stay at L5 for good; a Marketing department that has had three months of approved posts may sit comfortably at L3 or L2. The setting can be raised again at any moment.

5.3 Where the setting lives

The level is not one switch for the whole company. It is set in more than one place:

• Per department: the default for everything that department does.
• Per team: a team can be held tighter than its department — a pricing team at L5 inside a Sales department at L3.
• Per kind of action: sending, publishing and spending are always “ask”, whatever the level.

This is what lets a company be relaxed about a content calendar and strict about an offer letter, without two different products.

5.4 Draft first, send later

Because of this scale, “automate or not” stops being the question.

Higher levels mean the department is a drafting desk that waits. Lower levels mean it is a desk that keeps itself busy and brings finished work for review. In neither case does it talk to a customer by itself.

In practice most companies settle in the middle: departments that prepare and tidy on their own, and a person who spends a few minutes a day saying yes, no, or change this.

5.5 Who decided, and the record of it

Every action a department takes carries:

1. The level it ran under
2. Who approved it, if it needed approval
3. When that happened
4. What was sent or published, exactly

When a department is unsure — the brief does not cover the question, a fact is missing, a step would exceed the level it was given — it asks a person instead of guessing. That stop is part of the design, not an error state.

5.6 In the loop or watching the loop

Two ways of being involved follow from the scale:

• In the loop: a person approves each piece before it moves on. This is L5 and L4.
• Watching the loop: a person reviews what the department did on its own in the daily or weekly list, and still approves each send. This is L3 and below.

Both are visible in the same place, the list of things waiting on you, so changing level does not change where you look.

5.7 What this means for a company

Building the scale into the system lets a company:

1. Start with no trust and lend it gradually
2. Keep customer-facing work under a named person's hand
3. Hold different departments to different standards
4. Show, after the fact, exactly what ran alone and what was approved

The scale is not a brake on the departments. It is the thing that makes it reasonable to let them work.

6.1 The shape of the platform

Vepartment sits beside a company's existing tools, not in place of them. It is the place where drafts are made and approved; the tools of record stay where they are. The platform is organised around:

1. Companies (and, on larger plans, several business units under one company)
2. Departments inside each company
3. Teams and their agents inside each department
4. A shared layer that routes work, applies the autonomy setting and keeps the approval record

Everything a company stores is kept apart from every other company's data. That isolation is enforced in code at the query layer and is tested on every change.

6.2 Six layers of work

Inside each department, work is arranged in six layers, roughly in the order a real department would do it:

• Foundation: what the company is — the brief, vocabulary, rules, brand facts, the things that must not be contradicted.
• Strategy: what the department is trying to do this quarter, and in what order.
• Execution: the drafts themselves — posts, offers, emails, pages of reports.
• Monitoring: what happened afterwards — what was approved, what was changed, what the connected tools report back.
• Growth: what to do more of, based on the monitoring layer.
• Innovation: what the department has not tried yet — new kinds of work it proposes rather than being asked for.

The order matters: a draft in the execution layer is always written against the foundation and strategy above it, so it does not drift from what the company said it is.

6.3 How information moves between layers

Information moves both up and down. Downward, the brief and the strategy shape every draft. Upward, what was approved, changed or rejected flows back into the department's memory, so next month's drafts are closer to what the company wanted. Sideways, departments exchange facts and drafts through recorded hand-offs.

This is what stops the system being static. A department that is corrected three times on tone stops making that mistake.

6.4 What remembers and what does not

The platform separates:

• Parts that remember: the company brief, uploaded documents, the knowledge store, the approval record, each department's decision history
• Parts that do not: a single model call, a one-off analysis, a search — things that run and are discarded

Being explicit about which is which is what makes the system auditable: what a department knew when it drafted something can be reconstructed.

6.5 Routing and coordination

At the centre is the layer that decides what happens to a piece of work:

1. Which department and team it belongs to
2. Which steps run, and in what order
3. Whether the autonomy setting allows the next step without asking
4. What to do when something is missing — ask a person, or stop

This layer is what makes nine departments feel like one company rather than nine separate tools.

6.6 The tools it connects to

Depending on the plan, a company connects:

1. Its website, social accounts and email
2. Its product, customer and accounting systems
3. Analytics and reporting sources
4. Documents and files it already keeps

Connected tools are read for facts and, only when a person has said yes, written to. Vepartment does not become the place where those records live.

6.7 What this gives

This architecture provides:

1. The same product for one person and for a group with several business units
2. A clean line between what remembers and what runs
3. Control over what runs alone, per department
4. Adoption one department at a time, without changing anything else

The aim is a system a company can rely on daily, not one it experiments with on Fridays.

7.1 Agents as the workers

Inside a team, the work is done by agents. An agent is the smallest unit that produces something: a draft of a post, a first version of an offer, a page of a report, a list of facts gathered for someone else to use. Each agent has one role, a defined slice of the company's knowledge, and the autonomy level of the team it belongs to.

Agents are not general assistants. They are workers with a job description, placed inside a department, following the department's rules. That is what lets several of them work together without stepping on each other, and what makes their output traceable to a role rather than to “the AI”.

7.2 Kinds of agents

There are three kinds, and the difference is what each is allowed to do:

• Workers: draft, gather, analyse, prepare. Every post, email and report page starts with a worker.
• Supervisors: one per department. A supervisor reads what the workers produced, checks it against the brief and the rules, sends it back when it does not hold up, and decides what goes on the approval list. The supervisor is the department's named role — the one a person talks to when they open the department in chat.
• Ori: the company's assistant. Ori speaks for the company as a whole, answers questions that belong to no single department, and routes work to the right one.

Workers act, supervisors check, Ori routes. None of them sends anything to a customer; that is a person's yes, recorded.

7.3 What an agent is made of

Each agent has four parts:

• A model: the language model that does the reasoning and writing. The provider is chosen per company (Anthropic by default; OpenAI or Google if the company chooses).
• Knowledge: the slice of the company's brief, documents and memory the agent is allowed to read, retrieved for each task.
• Rules: when the agent runs, what it must check before a draft is ready, and what it must never do alone.
• Tools: what the agent can do besides write — search, read a connected system, prepare a picture, save a draft.

Keeping these separate means the model can change without the knowledge changing, and a rule can be tightened without touching either.

7.4 The life of a task

A piece of work moves through five stages:

1. Setup: the agent's role, department, knowledge scope and autonomy level are set when the department is switched on.
2. Trigger: a person asks in chat, a schedule fires, or another department hands something over.
3. Work: the agent drafts within its rules; if a fact it needs is missing from the brief, it asks rather than inventing it.
4. Check: the supervisor reads the draft, and a person approves it if the level requires.
5. Memory: what was approved, changed or rejected is written back so the next draft is closer.

Each stage is visible in the chat as a step with plain words, so a reader can see what the department did and why.

7.5 Autonomy at the agent level

Every agent runs under the HAS² level of its team (Section 5). In practice this varies by kind of work:

1. An agent that gathers facts for a report may run its routine steps alone (L3 and below)
2. An agent that drafts an offer to a customer prepares it and waits (any level — sending always waits)
3. An agent in the Legal department usually asks every time (L5)

The person setting the level does not need to know which agents exist; they set it for the department and the system applies it.

7.6 How agents work together

Agents cooperate through:

1. Hand-offs with a written note of what was passed and why
2. Shared department knowledge
3. The supervisor, who sequences the work and keeps it coherent

No agent works unseen. A worker's draft goes through the supervisor; a hand-off across departments is recorded; and anything that needs a person waits in the approval list. This is what stops the number of agents turning into noise.

7.7 Why structure the agents this way

Giving agents roles and rules makes it possible to:

1. Say which role produced which draft
2. Add departments without adding confusion
3. Change the model without changing the behaviour the company relies on
4. Loosen the autonomy setting gradually, one department at a time

Agents become workers in a department, with a supervisor and a boss, rather than clever tools that answer when prompted. The supervisor role in particular is what lets the system grow without the owner having to read everything.

8.1 Coordination is the product

A single model call is not a department. What makes Vepartment work is the coordination around the calls: which department takes a task, which team, which steps run, in what order, with which facts, and where a person comes in. That coordination layer decides when agents act, under what conditions, and with how much of a person's involvement.

It is a core part of the system, not a workflow engine bolted on afterwards.

8.2 Steps, not prompts

Work is modelled as explicit steps rather than as one long prompt. Each kind of work defines:

1. Which agents take part and in which role
2. The order of steps and what each depends on
3. What each step takes in and gives out
4. Which steps need a person, given the department's autonomy level
5. What to do when a step cannot complete

Each step is shown in chat as one line in plain words — “read the brief”, “checked last month's posts”, “drafted three options” — and kept with the draft, so anyone reviewing it later can see how it was made.

8.3 Several agents, one result

The coordination layer lets different roles act on the same task without getting in each other's way: workers draft, the supervisor sequences and checks, Ori routes between departments.

All hand-offs go through this layer. An agent does not call another agent directly; it hands work back, with a note, and the layer decides where it goes next. That is what keeps the whole thing readable.

8.4 Where a person comes in

The points where a person is needed are part of the definition of each kind of work, not improvised. Depending on the department's level, a person may:

1. Approve, change or reject a draft
2. Answer a question the brief does not cover
3. Stop a piece of work
4. Review afterwards what ran alone

All of these appear in one place: the list of what is waiting on you. A person does not need to go looking.

8.5 When things go wrong

The system assumes that facts will be missing, tools will be unreachable and models will sometimes produce something unusable. The coordination layer therefore includes:

1. A stop-and-ask when a required fact is not in the brief, instead of a guess
2. A second attempt or a different route when a step fails
3. A plain-words failure in chat when nothing worked, with what was tried
4. A record of every step for reading afterwards

Asking is always preferred to inventing. A department that does not know says so.

8.6 Where the usefulness comes from

The value of the system is not in any single model. It comes from:

1. Work routed to the right department with the right facts
2. Memory that carries from one month to the next
3. A supervisor that checks before a person has to
4. Corrections that feed back into the next draft

The coordination layer is what turns a set of model calls into a department that gets better at the company's work.

8.7 Why it matters

Making coordination explicit gives:

1. Behaviour a company can predict and explain
2. A safe way to loosen the autonomy setting one step at a time
3. One record of what ran, what was checked and what was approved
4. A fit with how work already moves inside the company

This is the difference between an assistant that answers and a department that works.

9.1 Knowledge is part of the system

In Vepartment the company's knowledge is not a pile of text pasted into prompts. It is kept as a structured store that is read by every department, checked against, and added to over time. Data is what comes in — a document, a sales figure, a website. Knowledge is what the company has confirmed about itself: who it sells to, how it speaks, what it has decided.

The platform keeps both, and keeps them apart.

9.2 The brief and the documents

Two kinds of knowledge feed every department:

• The brief: the answers to the first ten minutes of questions and everything added since — what you sell, to whom, how you speak, what you never say. It is structured, and every department reads it through the same door.
• Documents: files the company uploads, past drafts, approved work, connected sources. Unstructured, searched when needed.

A department does not draft on an empty brief. If the facts it needs are not there, it asks for them rather than inventing a company.

9.3 Scoped to the department

Knowledge is scoped. Each department keeps:

1. Its own slice of the brief and its own documents
2. Its own vocabulary and rules
3. A record of what it has learned from approvals and corrections

A Marketing agent does not browse the Finance department's files. When a department needs something from another, it asks through a recorded hand-off. Within a company this keeps each department focused; between companies, there is no sharing at all.

9.4 Knowledge changes

What a company knows about itself changes: a product is dropped, a price moves, a tone of voice is tightened. The platform keeps:

1. The current brief, and when each fact was last confirmed
2. The history of what changed
3. Which version of a fact a given draft was written against

So a draft from June can be read next to the brief as it was in June, and the department does not keep using a price that was changed in July.

9.5 Where a draft came from

Every draft a department produces is linked to:

1. The facts and documents it used
2. The rules it was checked against
3. The role that produced it and the autonomy level it ran under
4. The supervisor's check and the person's yes

This record is what a company shows an auditor, an accountant or a new colleague who asks why something was sent.

9.6 Whose knowledge it is

The knowledge belongs to the company. The platform enforces:

1. Strict separation between each company's data and every other company's
2. Access by role and by department
3. No use of a company's data to train the model providers' models
4. One-click export, and deletion that removes everything

Section 14 sets out where the data is stored and who can see it.

9.7 Learning from yes and no

The knowledge improves through use. Three signals feed back:

1. A person's approvals, changes and rejections
2. The supervisor's checks
3. What connected tools report after something was published

These are written into the department's memory in plain form — “the owner shortened the last four posts” — and read before the next draft. Learning is visible and can be edited; it is not a hidden model update.

9.8 What this gives

Treating knowledge this way means:

1. The company's memory does not leave when a person does
2. Departments draft from facts, not from guesses
3. Every draft can be traced back to what it was built on
4. The company can take its knowledge with it, or delete it, at any time

The data stays the company's. The knowledge becomes something it can keep.

10.1 Setting up a department

A company switches on a department and answers about ten minutes of questions: what you sell, to whom, how you speak, what you never say. From those answers the department builds its brief. Setup then covers:

1. Which teams in the department to switch on
2. Who in the company reviews and approves its work
3. The autonomy level, starting at “ask me every time”
4. Which tools, if any, to connect

A second department reuses what the first learned about the company, so it is quicker to set up than the first.

10.2 Teams and what they make

Each department comes with teams for the kinds of work it normally does. A company can:

1. Switch teams on or off
2. Describe a kind of work in chat and have the company propose the team for it
3. Adjust what a team checks before a draft is ready

Teams produce drafts: a post, an email, an offer, a page of a report, a picture to go with any of them. A draft is the unit of work across the platform.

10.3 Who may do what

Permissions are set per person and per department:

1. Who can approve, who can only comment
2. Which departments a person sees
3. The autonomy level of each department and team
4. Which actions always need a yes, regardless of level

A company with one person has one approver. A company with twenty can give Sales to one person and Legal to another.

10.4 Work that crosses departments

Departments hand work to each other without a person carrying it. Through recorded hand-offs:

1. What Branding decided about tone reaches Marketing's drafts
2. What Finance knows about margins reaches Sales' offers
3. A report for a buyer can be assembled by three departments and approved once

The person approving sees one result and can open each department's contribution.

10.5 Seeing what the departments did

Every department keeps an activity record a person can read. It shows:

1. What each department drafted, and for whom
2. What ran alone under the autonomy setting, and what waited
3. How much of the month's work has been used
4. Where something stopped and why

These are written in plain words, not as logs, so the owner can read them in a minute.

10.6 Getting better from corrections

When a person changes or rejects a draft, the department takes note. Sources of correction:

1. Edits made before approval
2. Rejections, with or without a reason
3. What connected tools report after publication

These are kept as readable notes in the department's memory and used in the next draft. A person can see them and delete any that are wrong.

10.7 Loosening the leash

A company can let a department do more over time. It can:

1. Start at “ask me every time”
2. Raise the level for one department when its drafts have been good for a while
3. Lower it again at any moment

Whatever the level, sending to a customer waits for a yes.

10.8 Taken together

Setup, teams, permissions, hand-offs, the activity record and the autonomy setting are one product, not a list of features. Together they let a company:

1. Have departments it did not have the people for
2. Keep what it knows in one place
3. Decide how much runs alone, and change its mind
4. Show afterwards who approved what

The aim is that a founder spends minutes a day reviewing rather than hours a day writing.

Vepartment ships nine departments. Each matches a function most companies have or wish they had, each can be switched on alone, and each starts at “ask me every time”. Which ones a company may run depends on the plan (Section 18): one on Individual, two on Starter, five on Growth, all nine on Company and Group.

What follows is what each department does, in the words it uses on screen.

11.1 Marketing

Marketing drafts what the company says in public: social posts, email campaigns, the content calendar, landing-page copy, and the pictures that go with them. Its teams cover:

1. Posts and the publishing calendar
2. Email campaigns and newsletters
3. Campaign plans and the copy for them
4. Reading what was published and proposing what to do more of

Marketing is the department most companies loosen first: once a month of posts has been approved with few changes, it can be allowed to prepare the calendar on its own. Publishing still waits for a yes.

11.2 Sales

Sales drafts what goes to a prospect or a customer: offers, follow-up emails, proposals, answers to a request for a quote. Its teams cover:

1. Offers and proposals from the company's price list
2. Follow-ups and reminders
3. Lead notes and the next step for each
4. Preparing for a call from what is known about the customer

Because everything Sales makes is for a customer, every piece waits for a yes at any level. The department prepares; the person sends.

11.3 Branding

Branding keeps the company consistent: how it looks, how it sounds, what it stands for. Its teams cover:

1. The brand identity — name, tone, values, what the company never says
2. Logo and visual identity drafts
3. Checking other departments' drafts against the brand
4. Brand guidelines as a living document

Branding usually stays close to “ask me every time”, because the decisions are the owner's taste. Its main value is what it lends the other departments: Marketing drafts in the voice Branding defined.

11.4 Business

Business keeps the plan and the facts behind it: the model, the offer, the goals for the quarter, and the documents a bank, an investor or a partner asks for. Its teams cover:

1. The company profile and business plan as living documents
2. Goals and the quarter's priorities
3. Documents for partners, banks and programmes
4. Keeping the facts the other departments draft from

Business is where the brief lives in its fullest form. Other departments read from it; it is rarely the one that sends anything out.

11.5 Scouting

Scouting looks outward: competitors, markets, suppliers, opportunities, trends. Its teams cover:

1. Watching named competitors and summarising what changed
2. Finding and profiling potential suppliers, partners or customers
3. Market notes on a question the owner asks
4. Calls for funding, tenders and programmes the company could apply to

Scouting produces notes for the company to read, not things to send, so it is a natural candidate for a higher autonomy level once its notes have proved useful.

11.6 Finance

Finance drafts the numbers side: cash view, pricing arithmetic, the figures a report needs, the questions to ask an accountant. Its teams cover:

1. Simple cash and margin views from the company's figures
2. Price and quote arithmetic for Sales
3. Preparing the numbers section of reports
4. Drafting what to ask the accountant or the bank

Finance drafts; it does not pay, invoice or file. Anything that would move money is outside what any department may do.

11.7 Sustainability

Sustainability drafts what a buyer, a bank or a regulation asks a small company to report about its environmental and social footprint, in the structure those requests use. Its teams cover:

1. Gathering the facts the report needs from the other departments
2. Drafting the report page by page, in the format requested
3. Listing what is missing and who in the company would know
4. Answering a customer's sustainability questionnaire

This is the department most often asked for by companies that are suppliers to larger ones. It assembles; a person checks each figure and signs.

11.8 Legal

Legal drafts the documents a company needs and the questions it should ask a lawyer: terms, privacy text, simple agreements, replies to a notice. Its teams cover:

1. First drafts of terms, policies and simple contracts
2. Reading a document the company received and listing what to ask about
3. Checking other departments' drafts for claims the company should not make
4. A checklist of what a lawyer should see before anything is signed

Legal stays at “ask me every time” and says, on every draft, that it is a draft for a lawyer to review. It does not give legal advice and nothing it writes is sent without a person's yes.

11.9 Customer Success

Customer Success (customer care) drafts replies to customers and keeps track of what each one asked. Its teams cover:

1. Draft replies to customer messages, in the company's voice
2. Answers to common questions, kept consistent
3. Notes on each customer's history
4. Flagging a message that needs a person now

Every reply is to a customer, so every reply waits for a yes. What the department can do alone is prepare the reply and the context, so the person answering reads for ten seconds and presses send.

11.10 How the departments work together

The departments hand work to each other:

1. Branding's voice shapes Marketing and Customer Success
2. Business's facts and Finance's figures feed Sales' offers and Sustainability's reports
3. Scouting's notes feed Business's plan and Marketing's calendar
4. Legal checks what the others are about to send

These hand-offs are recorded, so a person can open any draft and see which departments touched it.

11.11 Adding and adapting

The nine are the catalogue, not a cage. A company can:

1. Switch teams on or off inside any department
2. Describe a kind of work in chat and get a team proposed for it
3. Run several business units, each with its own departments, on the larger plans

What a company cannot do is give any department the right to send without a yes. That is fixed.

12.1 Why there is a catalogue

A company should not have to build a department from nothing. The platform keeps a catalogue of departments and the teams inside them, so switching one on is a matter of answering the brief questions, not of writing instructions. The catalogue exists to make:

1. Switching on a department quick — minutes, not days
2. Each team's work consistent across companies that use it
3. Improvements to a team reach every company running it

It is a maintained catalogue, not an open app store. Every entry is written, tested and kept by Vepartment.

12.2 What is in it

The catalogue holds three kinds of thing:

• Departments: the nine, each with its teams, its rules and its default autonomy setting.
• Teams: one kind of work each, with what it takes in, what it produces and what it checks before a draft is ready.
• Connections: the tools a department can read from or, with a yes, write to.

Each entry can be read before it is switched on: what it does, what it will ask for, what it will never do alone.

12.3 Describing a team you do not see

When a company needs a kind of work that is not in the catalogue, it describes it in chat. The company proposes which department it belongs to and what the team would produce; the person says yes, and the team is created with the same structure as every other. If the description does not fit any department, the company says so rather than forcing it.

This is how the catalogue grows: from what companies ask for.

12.4 What every entry must pass

Before a department or team is in the catalogue it is checked for:

1. Fit with the structure — a department, teams, a supervisor, the autonomy setting
2. What data it reads and what it may write
3. That sending, publishing and spending always wait for a yes
4. A behavioural test: the team is run on a sample company and its drafts are graded

The last check is run again whenever a model or a rule changes, so a team that used to work well is noticed if it stops.

12.5 Yours to configure

A catalogue entry is a starting point. The company keeps:

1. Control of the autonomy level and who approves
2. Its own brief, documents and memory, which never go back into the catalogue
3. The ability to switch a team off, or adjust what it checks

Using the catalogue does not share anything about the company with anyone.

12.6 What it costs

The catalogue is part of the plan, not a separate purchase:

1. Every department in the catalogue is available to any plan that allows that many departments
2. A team created from a chat description costs nothing extra
3. The month's work is counted in drafts, whichever teams produced them

There is no separate price list for departments and no third-party store.

12.7 Where this could go

In time the catalogue may open to outside contributors — an accountant who writes the Finance team the way accountants in their country need it, for example. That is not built. If it comes, every outside entry would pass the same checks as the ones above and would never see a company's data.

We would rather say this plainly than describe an ecosystem that does not yet exist.

12.8 Why it matters

A maintained catalogue lets Vepartment:

1. Improve every company's departments at once
2. Keep the rules the same everywhere — above all, that nothing is sent without a yes
3. Turn what companies ask for into teams other companies can use

It is how the product gets better without each company having to tune it.

13.1 How connections are meant to work

Vepartment is not a system of record. Its place is beside the tools a company already uses: it reads from them to draft, and writes to them only when a person has said yes.

Rather than copying what other tools do, the platform treats them as the source of facts and the place where things end up. A company does not move its data in; it connects.

13.2 What can be connected

Depending on the plan (one connection on Individual and Starter, three on Growth, all on Company and Group), a company connects:

• Its public channels: website, social accounts, email
• Its records: product, customer and accounting systems
• Its shop: the e-commerce platform it sells on
• Its figures: analytics and reporting sources

A connection lets a department read what it needs and, with a yes, publish or send through it.

13.3 Reading, writing, and the yes between them

Every connection is one of three kinds, and the kind decides what a department may do:

• Read-only: the department looks, for facts and for what happened after publication
• Write with a yes: the department prepares, a person approves, the platform sends or publishes
• Internal writes alone: at a higher autonomy level, the department may update its own calendar or save a draft without asking

No connection lets a department send to a customer or publish on its own. That is not a setting.

13.4 How it is built

The platform is a web application with an API behind it:

1. Every screen talks to the same API the departments use
2. Scheduled work runs on a clock the company sets per department
3. Long tasks run in the background and report back in chat as steps

This keeps what the departments do and what a person sees in one place.

13.5 Where it runs

The application runs on Vercel, with the database hosted in Frankfurt, Germany. Characteristics:

1. One application serving every company, with each company's data kept apart
2. Scaling that follows load, with no capacity to reserve
3. Failures in one company's work do not affect another's
4. A version endpoint on each host that says which build is live, checked against the release ledger

Larger plans may have a named person and a service annex; they run on the same platform.

13.6 Keeping companies apart

Separation is enforced at several levels:

1. Every database query is scoped to one company; a route that is not fails its test
2. Access by role within a company
3. Encryption in transit and at rest
4. A separation between the platform's own code and any company's data

No company's data is ever used in another company's drafts.

13.7 One way to run it

There is one deployment: the hosted platform at vepartment.com. We do not currently offer:

1. Installation on a company's own servers
2. A separate instance per customer
3. A region other than the one described in Section 14

A company that needs one of these should ask; we would rather say what is not there than imply it.

13.8 Why it matters

Connecting rather than replacing means a company can:

1. Switch on a department without changing anything else it runs
2. Keep its records where they are
3. See exactly which tool a department read from and wrote to, and when

The infrastructure is deliberately plain. What matters is that it is one place, kept apart per company, and readable.

14.1 Built in, not added

The controls a company would want are part of the structure, not a settings page:

• A supervisor in every department that checks before a person has to
• The autonomy setting, per department, starting at “ask me every time”
• A fixed rule that nothing is sent or published without a recorded yes
• A record of every action and every approval

These do not depend on a company configuring them correctly. They are the default and the floor.

14.2 Who may do what

Inside a company, access is by role and by department. Roles decide:

• Which departments a person sees
• Who may approve and who may only comment
• Who may change a department's autonomy level
• Who may connect a tool, export the data or delete the company

A one-person company has one role. A larger one can split them.

14.3 Where the data is and who can see it

This is the part most readers turn to first, so it is stated plainly:

• Stored in Frankfurt, Germany, encrypted at rest and in transit.
• Processed in the United States by named providers: Vercel runs the application; Anthropic provides the models by default, or OpenAI or Google if the company chooses. Each processes data under the EU standard contractual clauses.
• Never used to train the providers' models.
• Opened for support only by the founders, and every time it happens is logged.
• Exported with one click, in full.
• Deleted on request; deletion removes everything.
• A data processing agreement is available for any paid plan.

We do not say the data stays in Europe, because the models that draft run in the United States. We say where each part is.

14.4 The record

Every significant action is recorded. The record holds:

• Which department and which role acted
• What it read
• What it drafted, sent or published
• Who approved it, and when
• Which autonomy level it ran under

The record is readable in plain words inside the application and is included in the export. It is what a company shows an auditor, an accountant or a customer who asks.

14.5 People stay in charge

A person is kept in charge by:

• The autonomy setting, which cannot be raised by a department itself
• The fixed rule on sending and publishing
• The supervisor's check before anything reaches the approval list
• The ability to stop a department at any moment

Nothing that reaches a customer was decided by the system alone.

14.6 Regulations

The platform is built to fit the rules a European company works under:

1. The GDPR, through the storage, processing and deletion described above and the data processing agreement
2. Rules that call for human oversight of automated decisions, through the recorded yes and the activity record
3. Sector rules, where a department's drafts touch them, by flagging rather than deciding — Legal lists what a lawyer should see

We do not certify compliance on a company's behalf. We give it the records it needs to show its own.

14.7 Safeguards

Several safeguards run all the time:

• A department that lacks a fact asks instead of inventing
• Claims a company should not make are flagged before approval
• Any department can be paused with one action
• The month's work has a ceiling; when it is reached, the department asks before more is charged

These hold at every autonomy level.

14.8 Why it matters

Having these in the structure lets a company:

• Let departments work without watching every step
• Answer a customer or auditor from the record rather than from memory
• Know exactly where its data is and who has seen it
• Leave, with everything, if it wants to

Security here is not a brake on the product. It is what makes it reasonable to use.

15.1 Why fashion first

The first companies Vepartment was shaped with were small fashion and creative businesses, and the product still shows it. They combine fast seasonal execution with strong brand sensitivity, scattered tools, and growing pressure from buyers to report on materials and sustainability.

That makes them a demanding first case:

1. Brand, marketing and sales must agree with each other every week
2. Buyers and banks ask for sustainability reports the company has no one to write
3. Much of what the company knows is in the founder's head and eye
4. A wrong post or a wrong offer is seen by customers immediately

If departments that draft under a yes work for a company like that, they work for most small companies.

15.2 The fragmentation we saw

A small fashion company typically spreads its work across:

• The founder and a designer
• A freelancer for social posts
• A shop platform and a wholesale spreadsheet
• Suppliers in another country
• An accountant and, occasionally, a lawyer

Nobody owns the written work between these. Posts go out when someone has time; offers are rewritten from the last one; the sustainability questionnaire from a buyer sits until the deadline.

The nine departments map onto exactly these gaps, which is why they are the nine.

15.3 What the departments do for such a company

In a fashion company the departments take on, among other things:

• Branding: the brand book kept current and lent to every other department
• Marketing: the season's posts and newsletters drafted in that voice, with pictures
• Sales: wholesale offers and follow-ups from the price list
• Sustainability: the materials and supplier facts assembled into the report a buyer asks for
• Scouting: what competing labels did this month

Each department starts at “ask me every time”; a founder who has approved a month of posts usually lets Marketing prepare the calendar on its own and keeps Sales and Sustainability under their hand.

15.4 Taste stays with the people

Creative work is not something to automate. It depends on taste, culture and the founder's eye. The departments are built to prepare and keep consistent, not to decide:

• Departments draft options, keep the voice and remember the decisions
• People choose, change and approve
• The supervisor checks against the brand book, never against its own taste

This is why a creative company can use it without feeling replaced.

15.5 What we are learning

We are not reporting results from fashion companies here; we would rather publish numbers when there are enough of them to mean something. What the early work has taught us is practical:

1. The ten-minute brief has to ask about voice, not just products
2. Pictures matter as much as words for this kind of company
3. The approval list must be readable on a phone, because that is where a founder is
4. Sustainability reports are asked for in the buyer's format, so the department must draft in that format

These lessons went into the product directly.

15.6 Beyond fashion

The nine departments are not fashion departments. A food producer, a design studio, a small software company or a consultancy has the same gaps: posts nobody writes, offers rewritten from the last one, a report a bank asks for. The brief questions change; the structure does not.

Fashion was the first case because it is a hard one. It is not the limit.

16.1 How we plan

The roadmap is ordered by what makes the departments more trustworthy, not by features. Each stage has to hold before the next loosens anything: the yes must be reliable before more runs alone; the record must be readable before more is recorded. Dates are deliberately absent; the platform is young and we would rather describe the order than promise a quarter.

16.2 Now: the nine departments under a yes

What is live today:

• Nine departments, each with its teams, each starting at “ask me every time”
• The ten-minute brief, read by every department through one door
• The approval list and the record of who said yes to what
• Drafts as the unit of work, with the month's allowance and the ask-first rule when it is used
• Five plans, a fourteen-day trial with no card, and a data processing agreement on paid plans

The work in this stage is making each of these plainer and faster from what companies trying it tell us.

16.3 Next: more runs alone, still under a yes

The next stage widens what a department may do without asking, carefully:

• Higher HAS² levels for the departments whose drafts have been approved with few changes
• Scheduled work per department: the calendar prepared on Monday, the follow-ups queued on Friday
• More connections, so departments read more facts and publish through more channels, each with a yes
• Several business units under one company, with the record kept per unit

Sending to a customer stays a person's yes throughout this stage and every later one.

16.4 Later: departments that notice

After that, the departments should bring things up rather than only answer:

• What the system noticed — a competitor's move, a buyer's deadline, a post that did unusually well — brought to the person as a short note
• Teams proposed from what the company keeps asking for in chat
• Reports a bank or buyer would ask for, prepared before they ask
• A fuller export: everything the company produced, as a folder it can keep

Each of these will arrive at “ask me every time” first.

16.5 The direction

Over time the platform should become:

• The place where a small company's departments live, whatever its size
• A record a company can take with it
• Departments that do more alone only where the company has let them
• A product that a founder reads in minutes a day, not one they manage

The order is deliberate: trust first, then autonomy, always under the owner's yes.

17.1 Departments, not tasks

Most AI products are tools: they do one task faster, forget it, and wait for the next prompt. That is useful, and Vepartment uses the same models underneath. The difference is where the structure sits.

Vepartment puts the structure in:

1. Departments with a job, rather than prompts with an answer
2. Teams with one kind of output, rather than features
3. Work that continues month to month, rather than conversations that end

This is what gives a small company memory and a record, which a tool cannot provide however good the model is.

17.2 General assistants and department-shaped ones

A general assistant can do anything, which means it knows nothing in particular about a company until told, every time. Vepartment narrows deliberately:

• Each department knows its function and its edge
• Each reads only its slice of the company's knowledge
• Each has its own autonomy setting

Narrowing is what makes the drafts relevant and the behaviour explainable.

17.3 What is hard to copy

None of the advantage is in a secret model. It is in the structure around the models:

• Departments and teams as standing units with memory
• A supervisor in every department
• The Human Agency Scale, HAS², patent pending, as a per-department setting
• The fixed rule that nothing is sent without a recorded yes
• A catalogue of departments tested on sample companies before and after every change

Any of these can be imitated; building a product around all of them is a different product.

17.4 More without losing hold

Many systems get more useful by being let off the leash, and trade oversight for it. Vepartment grows the other way:

• Explicit steps instead of agents talking to each other freely
• A supervisor's check before the person's, instead of a review afterwards
• An autonomy setting the owner moves, instead of a default the vendor chose

A company can let its departments do more and still answer, for any draft, who approved it.

17.5 What compounds

What gets better with time is not a network of third parties. It is:

• Each company's own departments, which learn from each yes and no
• The catalogue, which improves for every company at once
• What companies ask for in chat, which becomes new teams

The advantage accumulates inside the product rather than around it.

17.6 Where it sits

Vepartment does not compete with the model providers, with a company's accounting or shop software, or with a human agency. It is the place where a small company's departments draft under its own yes, beside the tools it already uses.

That position is narrow on purpose. It is the one a small company does not have anyone to fill.

18.1 Principles

The pricing is meant to be readable by a founder in a minute. Its principles:

• You pay for departments, not for seats: everyone on the team can use them
• A draft is the unit of work: one post, one email, one page of a report
• When the month's work is used, the department asks first; nothing is charged without a yes
• Fourteen days free to start, no card
• A year paid in advance is ten months

There is no usage meter to watch. The month has an allowance of drafts; the department says when it is near.

18.2 The plans

The primary revenue is the subscription per company, in euros a month plus VAT. The plans, printed here from the same catalogue as the pricing page:

• Individual — €49/mo: 1 department, just you; About 750 drafts a month, or 225 pictures, or any mix; Card only.
• Starter — €90/mo: 2 departments; About 2,000 drafts a month, or 600 pictures, or any mix; Everyone on your team; Card, or a yearly invoice with VAT.
• Growth — €250/mo: 5 departments · 2 brands; About 6,000 drafts a month, or 1,800 pictures, or any mix; 3 connections to your tools; Card or invoice · priority support.
• Company — €690/mo: All 9 departments · 5 business units; About 18,000 drafts a month, or any mix; All connections · a named person; Written quote · your purchase order · invoice with VAT.
• Group — from €1,900/mo: Every department, per business unit; One framework agreement, one invoice; Per-unit lines, a group ladder; Procurement papers, DPA, EU hosting.

Individual is for one person and one department. Starter allows up to two departments, Growth up to five, Company all nine across up to five business units, and Group every department in every business unit under one framework agreement. Company and Group are bought on a written quote: the quote, a yes, then an invoice. Every plan includes the approval record and the data controls described in Section 14; a data processing agreement is available on any paid plan.

18.3 Services, invoiced once

Set-up work on the larger plans is invoiced once, at signature, beside the subscription:

• Onboarding of a business unit — €1,900: setup, the first department brief workshop, two markets, data import, two training sessions.
• Each further department — €690: waived when three or more are paid a year ahead.
• A paid pilot month — €690: the Company plan for one month; credited in full when a yearly contract follows within 30 days.

18.4 Drafts and what happens at the edge

Each plan includes a month's allowance, counted in drafts. A picture counts for more than a text draft and a full report for more again; the plan card says roughly how many of each a month buys. When the allowance is used:

• The department tells the person before it stops, not after
• More can be added in blocks, with a yes, and never automatically
• A company that brings its own model key runs its departments on its own provider account instead

Nothing is charged without a yes. That rule is the same for a draft and for a plan.

18.5 What we are not reporting

This document gives no revenue figures, customer counts or projections. The platform is live; the numbers that exist are too few and too early to print. When there are figures we would stand behind, they will appear here, dated.

18.6 Why it is priced this way

The model is meant to line up the company's interest with ours:

• A company pays for departments it uses, at a price a founder can read without a call
• We earn more only when a company switches on more departments or more units, which it does when they are useful
• Nothing in the pricing rewards us for a department doing more alone than the company wanted

Predictable for the company, simple for us.

19.1 Companies with departments they could not afford

The long-term idea is simple to say. A company of three people should be able to have a marketing department, a legal department and a sustainability department — not an assistant that answers questions about those subjects, but departments that do the written work, remember the company, and bring finished drafts for a yes. Today only companies of a certain size have that. The aim is that size stops being the condition.

Vepartment is built to be the place where those departments live.

19.2 From a product to part of how the company runs

Over time the departments should become part of how a company runs, in the sense that:

• What the company knows is kept, not re-explained
• The reasons behind decisions are written down
• What was approved can be shown years later
• The owner's yes stays where it is, however much runs alone

The Human Agency Scale stays central in this. More autonomy is something a company grants, department by department, not something the product takes.

19.3 People and departments, each doing their part

The goal is not to automate as much as possible. It is a division of work in which:

• People keep judgement, taste, relationships and responsibility
• Departments keep the drafting, the remembering and the chasing
• What runs alone grows only where trust has been earned

A founder should spend their day on the parts only they can do, and minutes on the parts the departments prepared.

19.4 A shared set of words

As more companies use it, the same few words should mean the same thing everywhere:

• Company, Department, Team
• A draft, and a yes
• The autonomy level
• The record

Keeping the vocabulary this small is a choice. A founder should not need a glossary to run their departments.

19.5 Models will change; the structure should not

The platform does not depend on any one model provider. A company can choose Anthropic, OpenAI or Google, and the departments behave the same. As models improve, the drafts improve; the brief, the record and the yes stay where they are. The value is in the structure around the models, which is why it should outlast any of them.

That is also why the behavioural tests exist: when a model changes, we check that every department still does what it did.

19.6 The outcome we are after

If this works, a small company will have:

• Its knowledge kept and used
• Departments it can delegate to and trust by degrees
• A record of every decision that left the building
• Its people doing the work only people can do

We are not building faster tools. We are building departments a small company can say yes to.

20.1 From tools to departments

AI tools have made single tasks faster without changing how a small company runs. The work nobody owns is still not done; what the company knows is still in people's heads; nobody can say afterwards who approved what.

Vepartment changes the shape of the thing: departments that draft the company's work, remember it, and bring it for a yes. The structure is the product.

20.2 What it gives a company

With nine departments, teams and agents inside them, one coordination layer and the Human Agency Scale, a company can:

• Keep its knowledge in one place and build on it
• Hand work between departments without carrying it
• Have departments it did not have the people for
• Decide how much runs alone, and change its mind
• Show, for anything that went out, who said yes and when

It does not replace the people. It gives them departments to delegate to.

20.3 The rules that do not move

Whatever else changes in the product, four things hold:

• Nothing is sent or published without a yes
• Who said yes to what, and when, is recorded
• A department that does not know asks instead of inventing
• The data is the company's: stored in Frankfurt, exportable, deletable, never used to train anyone's model

These are the floor. Everything in this document stands on them.

20.4 Trying it

The platform is live at vepartment.com. Any company can switch on a department, answer ten minutes of questions and read its first drafts the same day. Fourteen days are free, with no card; after that the plans start at €49 a month plus VAT for one person and one department, and €90 for a team with two.

We would like to hear from:

• Small companies that want departments they do not have the people for
• Accountants, lawyers and consultants who would shape how a department drafts in their field
• Companies with several business units that want one framework agreement
• Investors interested in the thesis that a small company can have real departments

For a quote, a pilot or a question: info@vepartment.com

Vepartment S.r.l. · Via Saverio Mercadante 3, 20124 Milano, Italy · P.IVA IT14277440963 · Founded July 2025 · Pre-seed investor: CDP Venture Capital · HAS² patent pending, USPTO

20.5 Closing

The question is not whether AI will do a company's written work. It is who says yes before it goes out, and whether anyone can show that afterwards. Vepartment's answer is departments that are:

• Organised the way the company is
• Remembering, not starting over
• Checked, by a supervisor and then a person
• Under the owner's yes, for good

That is the whole idea. The rest of this document is how it is built.