Finance, procurement and accounts payable teams
A supplier's invoice arrives for more than the purchase order, on a contract whose rate changed last quarter. It is one of four hundred this week.
No demonstration is configured for this journey yet.
Seen by the customer · Finance workbench, English
From the record, not a run: what would reach them, on Finance workbench, in English.
What happened
A supplier's invoice arrives for more than the purchase order, on a contract whose rate changed last quarter.
A supplier's invoice arrives for more than the purchase order, on a contract whose rate changed last quarter. It is one of four hundred this week.
What it reads
Checks before anything is sent
Purchase-order match, contract obligation, duplicate and approval-authority checks pass.
Every option considered, including doing nothing
No action is a valid outcome, and it is recorded with its reason. Nothing is computed on this page: the options are the record's own, and no run has decided anything.
The shape of the record, with no values. A reference appears only after a run is saved.
Hypothesis
An invoice checked against its order and contract is paid once and correctly; one checked against nothing is paid as it arrives.
Desired result: Incremental revenue or retention; lower contact waste; improved conversion with margin guardrails
Modelled not observed
No figure is modelled for this journey. The mechanism that could produce the result is stated instead.
Ingest → qualify → score → apply limits/consent → assign control → execute approved action → capture delivery and business outcome → monitor/retrain
Observed
Nothing yet. Measurement begins in a pilot’s validate stage, on your systems, against a comparison agreed first.
Randomised holdout where feasible; intent-to-treat primary view; pre-declared denominator; guardrails for complaints, margin and opt-out
Measured on: Eligible population; treatment rate; conversion; incremental revenue; ARPU; churn; contact rate; margin; opt-out; decision latency
The result wanted.
Incremental revenue or retention; lower contact waste; improved conversion with margin guardrails
The mechanism that could produce it.
Ingest → qualify → score → apply limits/consent → assign control → execute approved action → capture delivery and business outcome → monitor/retrain
The records kept to show it.
Decision log; eligibility snapshot; price/order response; delivery receipt; control assignment; revenue/outcome ledger
The cost, and the ways it can go wrong.
Costs: Setup fee + annual product subscription; optional managed execution fee; optional verified-outcome fee with agreed baseline
If it fails: Fail closed on eligibility/consent/price; queue retryable events; do not duplicate orders; route exception to campaign operations
The measure that shows it helped.
Randomised holdout where feasible; intent-to-treat primary view; pre-declared denominator; guardrails for complaints, margin and opt-out
Measured on: Eligible population; treatment rate; conversion; incremental revenue; ARPU; churn; contact rate; margin; opt-out; decision latency
Nothing has been observed for this product. Every line above is the record's own design intent; measurement begins in a pilot's validate stage, on your systems, with the comparison agreed first.
The business side
| Step | What the customer experiences | What the operator does |
|---|---|---|
| The momentThe moment that started it. | A supplier's invoice arrives for more than the purchase order, on a contract whose rate changed last quarter. | Reads the invoice, the purchase order and the delivery record, contract obligations and rate history, the supplier's invoicing history, approval authority for the amount. |
| The decisionThe decision to be made. | Nothing reaches the customer yet. | Flags the invoice against the purchase order, the contract's obligations and the supplier's history, and routes it for human follow-up or clears it. |
| The safeguardsThe conditions that stop it. | Still nothing. No action is sent until every check has passed. | Purchase-order match, contract obligation, duplicate and approval-authority checks pass. |
| The actionThe action that reaches the customer. | Hold the invoice with its reasons for the owner, or release it to payment through the finance system. Reaches them on Finance workbench, in English. | Recommends. The system that holds the right confirms, charges or provisions. |
| When it goes wrongRefusal, failure and recovery. | The contract's rate change was agreed by email and never entered, so a correct invoice is held and the supplier stops deliveries. | The hold names the rate it compared against, the owner attaches the agreed change, the contract record is corrected, and the invoice is released with the correction logged. |
| The resultThe change it made. | What changed for them is what is counted; nothing else is claimed. | Overpayments prevented, against invoices held that were correct. |
| The proofThe proof anyone can check. | Can be answered for, later, from the record. | Invoice, purchase order, contract terms, anomaly reasons, owner's decision and payment record. |
Operator systems remain authoritative. HeuriTel reads these to propose an action; it does not decide on their behalf.
What goes wrong
The contract's rate change was agreed by email and never entered, so a correct invoice is held and the supplier stops deliveries.
What happens then
The hold names the rate it compared against, the owner attaches the agreed change, the contract record is corrected, and the invoice is released with the correction logged.
Finance forecasting, procurement and vendor analytics, invoice and purchase-order checks, workforce planning and employee, HR and IT service assistants each choose from approved actions including no action and are measured against the outcome.
the same discipline applied to revenue rather than to spend
the providers and controls behind the finance assistants
No demonstration is configured for this journey yet.