The international mechanical engineering and technology group replaced fragmented point tools with MeinGPT as a single point of entry — rolled out to 200 users.
Kurtz Ersa — mechanical engineering and electronics manufacturing, internationally set up — faced a typical mid-market problem: a fragmented AI landscape. Different tools without a shared entry point, without consistent security standards, and with growing sprawl.
What was missing was a single point of entry: anyone who wants to do something with AI should know exactly where to go.
MeinGPT became the central platform — the one entry for every AI topic in the company. The rollout was deliberately staged: first 25–30 multipliers who “learn to crawl,” then expansion to 200 users. Concrete use cases arrived early: creating specifications, translations, and OCR to digitize handwritten notes.
Our vision was a single point of entry: anyone at Kurtz Ersa who wants to do something with AI goes into this one platform.
Instead of more point tools, IT got a governed surface — and the business units a clear path into usage. The two waves kept introduction and enablement from drifting apart. Use cases stayed close to daily work: specs that used to need multiple meetings, translations, and digitizing notes.
The outcome is less “yet another tool” and more steerable AI practice in mechanical engineering.
Kurtz Ersa shows how industrial companies scale AI in a controlled way: first clarity on the entry point, then multipliers, then breadth — with use cases that actually save time and coordination.
Together we find the right use cases, connect your systems, and bring AI into daily work in line with your business.