Blue Camel The pilot worked, and now the thing has to run every weekday, owned by people who did not build it. That is a different job, and it is the one here.
The building goes back to 1996: transactional websites at IBM Canada, retailer integration at Skulogix, marketing analytics and early machine learning under the first Blue Camel Consulting in 2012. The tools change. The job is the same one it has always been.
A tool that only its author can run is a liability with a nice interface. Everything here is built to be handed over: maintained by your own people, documented in plain language, and small enough to reason about. The engagement ends when the thing runs without us.
We need something we can actually run and interrogate, not another deck.
Forecasting pipelines, optimisers, cost comparisons and decision tools, built to be maintained by a non-technical person on your team and reachable from a phone if the work happens on a floor or a site. The engagement ends when your analyst deploys it without us.
Every retailer, every payer, every regulator has its own format, and getting one wrong costs us money.
One pipeline that speaks every counterparty’s dialect, with the per-partner rules written once and in one place. When a partner changes their manual, you change one thing rather than ten. This is the shape that took a logistics operation from cash burn to breakeven.
Our blocklist, or our rulebook, is a business decision nobody can see or defend.
A scorer that makes the invisible policy legible: what it catches, what it misses, and the cost of each. Built on synthetic or public data so the method is inspectable before it touches yours.
A worked example of credential-aware shift matching for healthcare staffing, with the executive value model behind it. ClinicForce is an invented company and the data is synthetic.
Live demoYour blocklist is a business decision you cannot see. This scores one against a real news corpus and shows what it quietly kills, so the policy becomes a choice instead of an accident.
A flat media budget across four channels, and two teams who could never agree on a number. The fix was not the math.
Skulogix · 2000 to 2004The thing eating the margin was not logistics. It was compliance, and compliance turned out to be the product.
Something that needs building, then handing over, is the shape of this work. Write to [email protected] with two or three sentences on what you are facing. If it is a fit, the reply usually includes a first artifact, not a meeting request.
Email Blue Camel Open the drift monitor demo
The drift monitor runs in a browser on synthetic data, with no signup. It is the shape of thing an engagement hands over.
The other practices: Data Science & Experimentation AI Evaluation & Engineering Mission-Driven Systems