Valerii Vashchenko
Ex-lead of a bank AI team:
Decisioning and recommendation systems, analytics, risk scoring.
Change the economics of advisory delivery
- Up to half the cost to deliver the work
- Your method stays yours. Client data is processed where it already sits
- Every finding is traceable. Each one cites the document it rests on
Designed by people who know the work from every side
Andrei Mitrofanov
Ex-KPMG Partner:
Deal Advisory, Head of restructuring practice.
Personally signed
1500+ reports.
Yan Serebryakov
Ex-executive banker:
Debt workout and restructuring.
Commissioned
180+ reports.
The pressures we see in advisory
Advisory still depends on a model built around people, hours and review. All three are getting harder to sustain.
- 01
Resourcing
Fixed teams meet an uneven pipeline
People are the largest cost of delivery. Firms carry capacity between engagements, then compete for the same people when demand peaks.
- 02
Team consistency
The team on the next engagement is never quite the same
Junior turnover is high, experience varies, and knowledge leaves with people. Yet the standard of the work cannot depend on who happens to be available.
- 03
Partner leverage
Too much senior time goes into review
Partners and directors still spend hours checking numbers, tracing evidence and correcting inconsistencies. Every hour spent reviewing avoidable errors is an hour not spent with clients.
- 04
Ways of working
The tools have barely changed. The work has.
Advisory still runs largely on Excel, Word and PowerPoint. New technology has to fit that workflow rather than force teams to relearn how they work.
- 05
AI fit
General-purpose AI is not advisory infrastructure
Specialist work needs the firm's methodology, controlled access to client data, repeatable workflows and outputs that can be traced back to evidence.
Why we built Interiu
The technology came after the work
Between us, we have delivered advisory engagements, commissioned them, reviewed the reports, and built technology for regulated financial institutions. That gave us a different starting point: not what AI can do, but what advisory work actually requires.
We created the company we wished we had on the other side of the table.
- 01
Building this properly takes sustained investment
Advisory firms are built to advise clients, not to fund specialist technology teams through years of development. Their capital earns its return doing what they do best: advising clients.
- 02
General-purpose platforms solve a different problem
Deal Advisory is not one use case: due diligence, valuation, restructuring and transactions each have their own methods, workflows and standards of evidence.
- 03
Interiu makes the investment in technology, while advisory firms keep ownership of their methods, client data and judgement
Your methodology stays yours. Client data is processed where it already sits. Every output is traceable.
- Who we are Meet the team behind Interiu and our background in advisory and technology.
- What we do See how Interiu supports key advisory workflows across the deal cycle.
- Security How we protect your methods, client data and confidentiality.
Let's discuss where the hours go
Show us an advisory workflow that takes too much time, senior attention or manual work. We will tell you where we think technology can change it, and where it cannot.