The work keeps moving.
It doesn't all need you.

Ubiami keeps work, information and next steps moving — and brings you only what truly needs you. Less of the business has to live in your head.

See a day with Ubiami Get early access Built for teams and companies.
A day with Ubiami

Whose day looks like yours?

Pick one. You'll see their day as it is — and what stops needing them.

Fiona, in her clinic
Fiona
I serve customers
Runs a three-person clinic in the five-minute gaps between customers.
See Fiona's day
Elise, at her desk
Elise
I lead a team
Her day should be people and direction. It disappears into chasing.
See Elise's day
William, in his office
William
I'm responsible for the whole
Gets more information than anyone — and too little he can decide from.
See William's day

Fiona, Elise and William are illustrative, not customers. Their days show the Ubiami experience we are building — some of it available today, some of it product direction. We'll tell you which is which.

Fiona · I serve customers

Thursday at the clinic.

Three people, about twenty-five customers a day. Fiona treats for seven hours and runs the business in the gaps — between customers, in the evening, on Sundays.

  1. A customer cancelled an afternoon slot.

    Ubi offered it to the waiting list overnight · it was taken in twenty minutes · the chair was never empty

  2. Fiona read her whole day in one line before she unlocked the door.

    Ubi assembled it from the calendar · nine customers, one of them new · nothing left over from yesterday

  3. Fiona put a ten-minute gap between appointments.

    Ubi asks every customer afterwards · noticed the same complaint for the fourth time this month · proposed the gap

  4. Fiona treated customers for seven hours.

    Ubi held everything else until she was free · nothing below interrupted her

  5. Fiona filmed twenty seconds on her phone between two customers.

    Ubi turned it into a week of posts for four channels · in the clinic's own voice, described once · drafts waiting for her OK

  6. Fiona approved a week of promotion built on add-on services — not discounts.

    Ubi saw the rent and the quarterly insurance coming · prepared the proposal before she had to ask

  7. Fiona did none of the admin.

    Ubi reordered supplies from what was actually used · filed a photographed receipt · found next week's cover one connection away · sent the month's receipts to the accountant

  8. Fiona settled whether the clinic opens on Saturdays.

    Ubi asked both therapists separately, in their own time · put the two views and the one real disagreement side by side

Eight moments. Four needed Fiona.Under every one of them is a line of work she did not have to do.

Ubiami carried

  • Remembering the cancellation, the supplies, the rent
  • Turning one video into a week of publishing
  • Asking every customer, and noticing the fourth same answer
  • Filing, compiling, finding the cover

What stayed with Fiona

  • Her customers, and seven hours of treatment
  • Her own voice — every post is hers before it goes out
  • What suits her customers: the ten-minute gap was her call
  • How the clinic runs: Saturdays, cash, the team

The business stays at work. Fiona doesn't have to.

Show us your workday Next: Elise leads a team →
Elise · I lead a team

Tuesday, and Project X is slipping.

Elise leads one of five teams. Her day should be people and direction. Instead it disappears into messages, meetings, finding out what actually happened, and chasing the people who know.

  1. Elise started the day already knowing what had happened overnight.

    Ubi read forty messages across four channels · brought her the two that mattered · in one paragraph

  2. Elise sent questions to the project manager and the subcontractor's lead about Project X.

    Ubi drafted the right question for each · crossed the language barrier · let them answer in their own time, with no meeting to book

  3. Elise saw why Project X was two weeks late.

    Ubi collected the answers · named the cause — one subcontractor's resourcing, not the team · put the two honest positions side by side

  4. Elise decided: the critical component moves in-house, the subcontractor keeps the rest at lower risk.

    Ubi had the whole picture ready before she decided · no meeting was needed to assemble it

  5. Elise moved on to the next thing.

    Ubi turned the decision into owners, a weekly metric and a Tuesday checkpoint · told William what was wrong and what was being done — without anyone writing a report

  6. Elise spent an hour with a team member who had been quiet for two weeks.

    Ubi kept the day clear for it · the only meeting she had, and the one that mattered

  7. Elise went home on time.

    Ubi assembled the weekly status from the team's actual work · found owners for two ownerless tasks · sent Friday's retro question, to be answered when people can

Seven moments. Three needed Elise.Deciding, and an hour of listening. Everything under the line moved without her.

Ubiami carried

  • Asking the right people the right questions, in their language
  • Collecting the answers and showing where they disagree
  • Turning a decision into owners, a metric and a date
  • Telling William — without a report

What stayed with Elise

  • Listening to people
  • Understanding the difficult situation
  • Giving direction — the decision was hers
  • Leading the team, one quiet colleague included

Elise led the work. She didn't spend her day chasing it.

Show us your workday Next: William is responsible for the whole →
William · I'm responsible for the whole

The same Tuesday, one floor up.

William runs the department Elise reports into. He gets more information than anyone — and too little of it in a shape he can decide from.

  1. William opened the portfolio: eight initiatives, seven of them green.

    Ubi assembled it from where the work actually happens · flagged the eighth · noted that Elise was already on it

  2. William approved two concepts.

    Ubi brought each as a complete case — market, economics, risks, a recommendation — in a single view

  3. William moved straight to the next one.

    Ubi told the proposers their ideas were moving · updated the department view for those who need to stay informed · nobody wrote an announcement

  4. William asked the other department heads about a concept that touches three departments.

    Ubi put the question to each of them in two rounds · gave the background neutrally · three days to answer, and no meeting

  5. William declined a fourth.

    Ubi recognised the work had been done six months ago · attached the link and a contact · the proposer got a direction, not a no

  6. William parked a fifth — promising, but early.

    Ubi will bring it back when the first metric from the approved work lands · with the number already attached

  7. William read Project X in thirty seconds and trusted the work.

    Ubi summarised what was wrong, what was already being done and how it would be measured · at the level of detail that was his

  8. William spent half an hour with a team lead about next year, unhurried.

    Ubi kept the morning from leaking into the afternoon

  9. William did not build a single slide.

    Ubi assembled the quarter's budget follow-up and next week's steering pre-read from live data · every decision from the morning reached the people it concerns, at their level

Nine moments. Five needed William.All five were judgment: approve, ask, decline, park, trust. None of them was a report.

Ubiami carried

  • Assembling the portfolio and the pre-reads from live work
  • Bringing each concept as a complete, decision-ready case
  • Telling the right people what was decided, at their level
  • Keeping the parked idea and the checkpoint from being forgotten

What stayed with William

  • Judgment — when to trust, and when to look closer
  • Responsibility for what the department bets on
  • Priority: approve, ask, decline, defer
  • The final decisions, every one of them

Trust costs less than control — when the view is clear.

Show us your workday Back to: Fiona serves customers →
Where two days meet

Work doesn't stop at the edge of a tool.

The same Tuesday morning, seen from two desks. Elise solved a problem with people. William got a decision-ready picture. Nobody wrote a report in between.

Elise · 08:10 – 11:05
The problem, solved with people
  1. Project X is slipping. She steps in.
  2. The right questions reach the right people, in their own language.
  3. The reason comes back: one subcontractor's resourcing.
  4. The real disagreement is on the table. She decides.
  5. The decision becomes owners, a metric, a Tuesday checkpoint.
William · 11:20
The same event, decision-ready
What's wrong
Delivery has slipped two weeks. Cause: a subcontractor's resourcing — not the team.
What's being done
The critical component moves in-house; the subcontractor keeps the non-critical part.
How it's followed
A weekly metric. First checkpoint next Tuesday.
  1. He reads it in thirty seconds, trusts the work, and watches the metric.

Ubiami didn't make Elise faster and William faster. It let what Elise learned become what William needed — in the shape he needed it, at the moment it was true. Information, decisions and responsibility moved through the organisation without anyone carrying them.

The principle

You stay at the centre. Ubiami works in the background.

Three very different days, one shape. Ubiami carries what has to be remembered, gathered, repeated and followed up. People keep what only people can do.

Ubiami carries
  • Remembering
  • Routine coordination
  • Repeated work
  • Gathering information
  • Follow-up
  • Moving approved work forward
What stays with you
  • Customers
  • Creativity
  • Judgment
  • Leadership
  • Relationships
  • Final decisions

Ubiami prepares, summarises, connects and carries an approved decision forward. It does not make the strategic decisions for you — and it isn't built to pretend otherwise.

How Ubiami works

What a module actually does.

The days show what changes. A module shows how. Open a case and you get the whole thing — the problem, the rounds, and what was different at the end.

Clarity
Decisions & alignment

Gets what is in one person's head onto the table, lets the team react to it without the loudest voice setting the frame, and turns it into a plan each team owns.

Case
From vision to execution

Illustrative — no client is named. More modules and more cases will appear here.

Clarity · Case

From vision to execution.

A founder has a clear picture of where the company is going. It is bold, specific, and mostly still in their head. The team, meanwhile, is busy — and being busy, they default to the familiar way of doing things. Six months later the founder looks up and realises the company is building something reasonable, but not the thing they saw. Nobody disagreed. Nobody was told, either.

You cannot fix that with a town-hall slide. A vision that is announced is not a vision that is shared. People align when they have been asked — when they have put their own concerns on the table and watched them get answered.

  1. Round 1

    Get the vision out of one head, intact.

    It starts with the person who actually holds the vision. Ubiami opens a session addressed to them alone: a short, sharp set of questions — What is this company for? What does winning look like in three years? What are we deliberately not going to do? They answer in their own words, at their own pace. No committee, no dilution, nobody talking over the founder before the founder has spoken.

    The result becomes the company's canonical Vision v1 — one source of truth that every team, and every one of Ubiami's assistants, reads from.

    The Concierge stops guessing the strategy. It knows it.

  2. Round 2

    Bring the team in, without the anchoring.

    Now the vision is shared — and opened for reaction. Ubiami invites the leadership and each department into a Clarity session built around it. Crucially, people answer before they see each other's answers, so the loudest voice in the room does not set the frame.

    Concerns surface honestly. Where the team agrees, it shows. Where it does not, that is named — not buried. Over a round or two a common view forms, and the points of real disagreement get decided rather than avoided.

  3. Cascade

    Every team turns the vision into their own plan.

    A vision only becomes real when each part of the company knows what it means for them. From the agreed top vision, Ubiami spins a child session for each domain — R&D, manufacturing, logistics, sales, suppliers — each linked back to the parent, each answered by the people who will actually do the work.

    R&D works out what "the smart product" means and how to build it. Operations works out how to make it. Every child session records its own decisions, and every decision traces up to the vision it serves.

  4. The outcome

    The vision stops living in one head.

    It is written down, reacted to, argued over where it needed arguing, and translated into a concrete plan by each team that owns a piece of it. People are aligned because they were asked, not told — and the record of why the company is doing what it is doing is there for the next person who joins.

The vision moves. The team moves with it.

Built on Ubiami's Clarity module: single-respondent elicitation, anchoring-free group deliberation, and cascading sessions that link every team's plan back to the vision it serves.

Talk to us about Clarity ← Back to the modules
Getting started

Add only what you want handled.

Ubiami OS and your Concierge are the foundation. The Concierge is the one you talk to — you give it a name that fits your organisation, and it learns a new skill with every area you add. It works within the boundaries of what you're allowed to see, never above them.

From there you add only the areas you want Ubiami to handle. Fiona, Elise and William don't need the same package — and nobody is sold what they won't use.

One person, separate worlds, separate memories. Your company's Ubiami never sees your private life, and a personal assistant would be a separate product with a separate memory. The line between them isn't a setting. It's how the product is built.

FionaFoundation, plus marketing and customer feedback & team decisions. Nothing else.
EliseFoundation, plus decisions, tasks and projects.
WilliamFoundation, plus portfolio and projects — the department view.

Show us your workday.

Tell us what a normal week looks like. We'll show you, honestly, which parts Ubiami can carry today — and which it can't yet.

Get early access

Early access · built for teams and companies