Scailer builds AI systems that connect knowledge, people and workflows. Turning scattered information into shared understanding and coordinated action.
An organisation’s knowledge is spread across its people and systems.Some of it is recorded. Much of it lives in conversations, experience and everyday work.Each team sees a different part of the picture.As organisations grow, those pieces become harder to connect.We bring them together to understand how the whole system works.What connects, where work gets stuck, and where change could make a difference.
That starts with understanding your organisation: the people, the work and the information that connects them. We combine knowledge from across the system to reveal patterns, make connections and identify where a useful change could begin.
Then we build around that understanding. We put ideas into use, learn from what happens and refine the system over time, so you can see what is changing and understand its impact.
None of these can be solved by technology alone.What connects these questions is how knowledgemoves through an organisation.
Our approach
That’s where we start.
We use AI to connect conversations, documents and operational data, revealing patterns and relationships that help people understand, decide and work together.
01 — understand
Understand what needs to change.
We look at how work happens today: what people are trying to achieve, where information gets lost and where a better connection could help.
02 — build
Build around your people.
We bring together the knowledge, tools and standards your teams already use, and build AI systems that fit the work.
03 — refine
Make complex work simpler.
Make information easier to find, decisions better informed and work easier to coordinate. Then keep improving the system as people use it.
Work
Four pieces of work,in short.
Built and implemented since 2025.
A teacher presses recordA report quotes the lesson01 · Wickersley Partnership Trust
A lesson, heard inthe trust’s own terms.
Working with Wickersley Partnership Trust, we built a platformthat turns lesson recordings into practical insights,grounded in the trust’s own standards. By synthesising evidenceacross lessons, we reveal patterns that help teachers develop their practiceand leaders focus support, without ranking or comparing teachers.Read the full story ↓
A phone on the desk. Audio only.
Recording
00:21:08
01 — Record
The lesson, quoted back.
Explaining & ModellingTo strengthen further
“The teacher’s checklist included ‘varied punctuation’ (21:08), but this was not explicitly modelled during the shared writing phase.”
From a real report. Names blurred.
02 — Report
Patterns across classrooms. Never a ranking.
Across classroomsShared patterns
Illustrative patterns
03 — Patterns
Wickersley Partnership TrustRead the story
Wickersley Partnership Trust had already written down what good teaching looks like: a shelf of guidance, more than any observer can hold in their head during a lesson. Ask most school leaders how they know what teaching is like, and the honest answer is a few learning walks and gut feel.
We started from the trust’s documents, not ours. Then we put the first reports in front of the headteacher, with moments to listen to and questions only an educator could answer. The thresholds came out of that exchange.
We synthesise evidence across lessons to identify recurring strengths, gaps and areas for development. Those patterns become practical insights: next steps for individual teachers and shared priorities for subject leaders. Each insight stays connected to the lesson evidence behind it, helping the trust decide where to focus support. No teacher is ranked or compared with another, and nothing is called improved unless two recordings of the same class can show it. Where the evidence is thin, the report says so.
Two observation cycles are complete, across five secondary schools and six subjects. Department reviews gather the patterns into a short list of actions for the people who lead each subject. A third cycle is planned.
01/04
Feedback on each lesson, on the platform.
The teacher gets what went well and one next step to try. Each point quotes the lesson itself and is judged against the trust’s own standards.
02/04
Patterns across a teacher’s lessons.
Over several recordings it shows what a teacher does well every time, and what keeps coming up, so feedback builds instead of starting again. A prototype.
03/04
Insights a teacher can act on.
We worked with teachers on what a useful insight looks like: one clear thing to try in the next lesson, followed up the next time they record.
04/04
A view for the department.
Heads of department see the strengths and gaps that recur across their classrooms, so they know what to work on together.
TEAiL · lesson report
TEAiL report. Names blurred.
TEAiL · overview
Prototype on real recordings. Name blurred.
TEAiL · between recordings
Prototype on real recordings. Name blurred.
A department review. No teacher is named.
Results so far
Two of the schools we work closely with had their best-ever GCSE results in August 2026.
+25%Clifton Community School. Attainment 8 went from 29.4 to 36.7 in one year, its highest-ever results.
+20%Thrybergh Academy. From 28.7 to 34.5, its best-ever results.
Also this summer, at grade 4+: Wickersley, maths 80.1%, science 81.0%, English and maths 72.2%. Rawmarsh, science 67.9%, geography 48.2%. Clifton, English and maths 47.1%.
These are the schools’ results, not ours. 2026: the trust’s own announcement, wickersleypt.org, 20 August 2026 (school-reported). 2025: the same announcement for Clifton and Thrybergh; the Department for Education’s final tables for Rawmarsh and Wickersley. Subject figures: the schools’ own announcements, 20 August 2026, with Clifton’s 2025 English and maths figure from the same government tables.
No one could see the whole buildingNow it works as one02 · Oasis St Martin’s Village
A dozen doors, one building,working as one.
We built Atrium for the youth and community organisationssharing St Martin’s Village. Updates, events, people and projectscome together in one platform, helping partners find each other,offer help and coordinate their work. Actions from the Monday callare checked by the Oasis team before reaching their owners.The aim is to connect more young people with the right support.Read the full story ↓
A dozen organisations, all talking at once.
The Village · Chatunread 118
01 — The commotion
Every project tracked: a goal, a number, a button.
The VillageUnread 118
WinsYouth music charity
Studio session full. Eight came back for week two.
EventFood bank
Collection Saturday, 10 till 2. Looking for: Volunteers: 8
QuestionsBoxing gym
Anyone got a first-aider free on Thursday evenings?
ProjectEducation
Equip 50 at-risk youth with Python basics.
35of 50 enrolled
I’m interested
OpportunitiesCoding club
Python basics, six weeks from Monday at five. Twelve places.
LearningsFootball club
Short thank-you videos doubled repeat donations.
GeneralReception
Partner flyers with QR codes are now in reception.
ProjectSeniors
Support 50 seniors with regular companionship visits.
12of 50 seniors
I’m interested
EventPoetry collective
Open mic, Friday 7pm. Attend
WinsHousing advice
Six tenancies kept this month.
OpportunitiesYouth charity
Grant writer wanted, ten hours over the next month.
ProjectArts
Complete a 30 ft × 15 ft mural engaging 50+ community members.
Equip 50 at-risk youth with Python basics · 35 of 50
LearningsSkills project
Shorter CV sessions, better turnout.
WinsCoding club
Twelve more enrolled this week.
EventVillage team
Lunchtime recital, Monday 1–2pm. Attend
OpportunitiesFootball club
Post-16 education and football, a few spaces left.
QuestionsYouth music charity
Who has a spare PA for Saturday?
GeneralVillage team
Gym equipment is in. Opens later this month.
ProjectArts collective
30 ft × 15 ft mural, 50+ community members · 35%
EventVillage team
Community picnic, Sunday 1–4pm. Bring your communities.
WinsFood bank
Two hundred items collected on Saturday.
QuestionsHousing advice
Council permit for an outdoor event, anyone done one?
ProjectSeniors charity
Support 50 seniors with companionship visits · 12 of 50
EventWellbeing service
Stress workshops, Wednesdays 7–8:30pm. Attend
LearningsPoetry collective
Posting the date twice got three more replies.
OpportunitiesSeniors charity
Helpers wanted Sunday, two hours, to load a van.
WinsDance school
Saturday class full for the first time.
02 — Tracked
What happens between organisations.
Twelve organisationsOne year
Illustrative impact
03 — The shared picture
Oasis St Martin’s VillageRead the story
In July 2024, after 325 years, St Martin’s school in Tulse Hill closed, and Oasis was asked to step in. The building is now a Village: youth and community organisations under one roof, expected to work together.
Together, in theory. In practice a dozen busy organisations shared a building and not much else. Their own notes say it plainly: no one could see the others’ timetables or capacity; nobody recorded where a young person had come from or where they went next; a young person who arrived at a full session had no easy handover to the partner next door; and more was happening between the organisations than anyone outside could see. Locally, the building was still called St Martin’s School.
Atrium is the network the whole building signs into. One feed for every organisation, deliberately not split by charity: wins, questions, opportunities, what was learned. Events with RSVP. A directory of people and organisations that says who does what, which room they are in and which days they are usually about. Shared projects, each with a goal and how far it has got, and a place to pledge help. A weekly letter, composed from all of it, that opens on Monday. And the Monday call, drafted into actions that reach their owners once someone on the Oasis team has checked every line.
The point is the child. A young person who walks in is met by people who know what is on across the building, who has space, and who to walk them over to. That is the impact the Village is after: not one organisation doing well, but the building working as one. What the partners asked for next, a shared way to record how young people move between them, is designed and not yet built. Atrium says so rather than pretending.
It launched in April 2026 as a first release, and said so. The next request came from the partners themselves.
Atrium helps make sense of what’s happening across the Village — the conversations, needs and activity — and turns it into a shared layer that helps connect communication across the organisations.
The review desk, as the Oasis team sees it. Every name is made up.
Monday’s call — review
DRAFT
NotificationsAction itemsEvents & posts
Put partner leaflets and flyers in receptionAll partners
Draft a building-wide recycling proposal and bring it back to partnersOwner to confirm
Share activity flyers with reception for the notice boardAll partners
Nothing goes out unchecked.
Publish
Over time, that same information builds a clearer picture of what’s happening across the Village: where needs are emerging, what people are responding to, and the collective impact the organisations are having.
Atrium
The feed partners sign into. Seed data.
People
Who is in the building. Seed data.
A project’s goal, and how far it has got. Seed data.
03 · The SEND team, Wickersley Partnership Trust
The system chases.The SENCO decides.
The trust’s SEND team came to the first call with their process already drawn: seven specialist booklets, a form of the concerns a teacher can actually see in class, and three waves of support. What they lacked was a system to carry a pupil through it without the SENCO chasing every step by hand.
SEND platform · Wickersley Partnership Trust · in testing with the trust
A teacher’s home
Real screens from the testing environment. Every pupil and member of staff shown is made up. The requests and reminders were sent by the system, not by a person.
The situation
Running it fell to one small team. They asked each teacher for feedback in person, chased the late replies in person, pulled the answers together and wrote every plan and every target themselves. Reviews overran, and no single record of a pupil’s journey existed.
What we built
A system that runs the trust’s own process. It does the chasing: requests, reminders and thank-yous go to every adult who teaches the child, with a count of who has replied, and every answer comes back to one place.
It gives advice from the trust’s own booklets, 151 numbered strategies, and keeps every plan, target and review in one record. Formal targets wait for the SENCO, who edits them, adds her own and approves them before any plan goes out.
How it helps
The SENCO no longer chases by hand. Her time goes on the decisions only she can make: at each review, whether to continue, adjust, escalate or close.
Teachers get advice straight away, in the trust’s own terms. Every 28-day review comes round on its own, and every adult around the child works from the same plan.
One demo with the SEND leads in September produced sixteen changes and thirteen decisions. The changes we could build were live within eight days.
The SENCO’s home
“At the moment, we write them ourselves.”
SEND lead, on pupils’ targets · September 2026
151
Classroom strategies from 7 booklets
28
Days to each review, kept on time
Where it is now. The data protection assessment was signed off in April 2026, before testing with trust staff. It runs in London on a testing environment with made-up pupils, and no real emails are sent. Every formal target and every decision is the SENCO’s.
04 · Symphony
A founder’s network,shared with the team.
Symphony, a London youth charity, had more than 20,000 contacts and one person who knew who they were. We built Trail so the whole team can work that network, and act on what it tells them about each person.
Trail · Symphony · live since August 2026
Where it started. The founder describing his contacts as voice notes, batch by batch. The sender’s name is made up.
Trail · People
Where it is now. One directory the whole team can read. Every name shown is made up.
The situation
Over many years the founder had sorted more than 20,000 contacts by hand, across Facebook, LinkedIn, Gmail and a master spreadsheet the team called the Black Book. Everyone else went through the operations lead, who carried every phone number and every “who is this?” answer in her head.
An off-the-shelf charity CRM, trialled in July 2025, failed on seven points. Those seven points became our brief.
The decisions, in order
First, sort the contacts. Thirty categories became three simple layers: the roles people play, the programmes they are part of, and tags. 6,492 contacts came in, one record for each person.
Then, make it the team’s. Anyone can find the right person without asking, see who spoke to them last, and pick up where a colleague left off.
What the team gets
A reason to call. For each person, Trail sets out what they could do for Symphony, what they have already shown they are willing to do, and what Symphony could offer them back.
And a next move. The best next step for each relationship lands on the team’s list as a task with an owner. What lived in one person’s head is now the team’s list of who to talk to, and why.
Trail · A person
Open anyone and you see who they are, why they matter to Symphony, and the best next move.
What every person’s page in Trail shows
20,000+
Contacts in one founder’s head
6,492
Contacts sorted, one record each
7
Problems with the old CRM, now the brief
Where it is now. Live since August 2026. The team starts using it day to day at the charity’s studio opening in late October.
Also
Smaller pieces of work, in days and weeks.
Oasis St Martin’s VillageSpaces, tours and bookings
Space hire and tour bookings, through one website.
A public home for the Village: what is on, which spaces it offers, and how to enquire about a booking or a tour. People can discover the Village and take the next step in the same place.
When five forms stopped sending requests to the team, we repaired them and added checks to spot failures.
Tap2CleanMarketplace prototype
Booking and payment infrastructure for a cleaning start-up in Wales.
We built the customer and business sides of a cleaning marketplace: finding a service, requesting a booking, messaging the provider and managing the work. Payment integration and simpler sign-in gave the founder a prototype to develop further.
A community venueBuilt in a week
From Excel to a clear view of every room booking.
Thirty rooms, halls and fields had been managed in one spreadsheet. In a week, we replaced it with a shared booking calendar, giving the team one view of who has booked what.
Oasis, prototype15 drawings
A policy paper that draws itself.
Oasis’s national paper on its Villages model, prototyped as fifteen drawings that build as you scroll. Every quotation is word for word from the paper, and every number is one the paper gives.
The Women’s Faith ForumLive in under a week
Sign-ups waiting in an unread inbox.
An interfaith women’s network that works with parliamentarians had years of events, papers and press, and no home of its own. We built and launched its site in under a week, and found thirteen sign-ups waiting in an inbox nobody was reading.
Horse racingAbout 2 hours saved a day
From manual to AI-assisted racehorse name checks, saving about two hours a day.
A reviewer used to read thirty to fifty candidates for every racehorse name. We built a tool that brings the likeliest sound-alikes to the top, saving the team about two hours a day. The reviewer still makes the final call.
How we work
From first conversationto working systems.
We work with your team to connect the knowledge, build something useful and keep improving it in practice.
01 02 03 04of 04
01
See the whole system.
We start with the people doing the work and the material they already use: conversations, documents, data and existing tools. Together, we map how information moves, how decisions are made and where work gets stuck.
02
Find where change matters.
We identify where better information or AI could make a useful difference. Then we agree a focused piece of work and what success should look like, so we have a clear way to judge what we build.
03
Build it with your people.
We turn the idea into a working prototype and test it against real situations with the people who will use it. Their feedback shapes the system, including who reviews its outputs and how it connects to existing tools and routines.
04
Put it to work. Keep improving.
We introduce the system in manageable stages and stay involved as people use it. Together, we review what improves, what remains difficult and what to change next.
TEAiL / Teacher overview
