01
Secure the mandate.
Direct access to the owner, CEO or board. Authority to change the organisation, not just recommend it.
The outputAuthority, scope, accountability
A new operating reality
REBUILD.
OR BE
REPLACED.
The next version of your business won’t run like the last one. We build it.
Commercial instinct. Deep engineering.Agentic transformation. From the top down.
Our founders’
experience includes
Rolls-RoyceNHSDeutsche BankNational Gridheathrow
01The mandate
Your organisation
is not sacred.
Your advantage is.
Don’t add AI to a business built for another era. Build the business you would start today.
Most transformation programmes make the existing organisation a little faster. Same departments. Same handoffs. Same cost base. A chatbot on top.
New Signal works with the people who can change that. We rethink what the business does, how it delivers, and who—or what—does the work. Then we build the systems that make the new model real.
Inspired by the refounding thesis (opens in a new tab)No pilot purgatoryNo protected processesNo change without accountability
The structural advantage
Not a better
org chart.
A different
kind of company.
Small teams. Exceptional people. Agents doing the work that used to require entire departments.
This is not assistance at the edges. It is a new operating model—with clear ownership, defined controls, and a radically different relationship between cost and output.
LESS OVERHEADMORE CAPABILITY
More coordination. Not more progress.
Less organisation. More execution.
Conceptual architecture. Not a live system or staffing forecast.
02The method
Not a deck.
A deployment.
We don’t advise from the sidelines.
We work inside the business, with the
authority to change it.
02
Question everything.
Map the real work. Challenge the product, the processes and the economics. Decide what should exist at all.
The outputA refounding blueprint
03
Build the replacement.
A small, senior team builds agent-native systems alongside the business. Real workflows. Real integrations. No innovation theatre.
The outputWorking systems, not slides
04
Change the business.
Prove the outcome. Move work into the new model. Retire what no longer earns its place. Keep people accountable for the decisions that matter.
The outputMeasured operational change
Nothing is off the table
Team / Product / Customer experience / Organisation / Economics
Autonomy is engineered. Not assumed. Agreed permissions, approval gates, audit trails and human escalation are part of the build. Especially where the consequences are real.
03The proof
The leverage
is not theoretical.
Selected work from Chris’s delivery track record.
Not a forecast. Not a pitch-deck projection.
Field report / 001Insurance software deliveryFounder-reported
20→1
Engineer. Not engineering department.
A 20-developer team replaced by Chris, working with two product owners.
200k
AI expenditure.
The reported AI spend behind a fundamentally different delivery model.
40m
Estimated software value.
Chris’s estimate of the software delivered. Not revenue or an audited valuation.
Read the context behind these figures
These draft figures were supplied by Chris and describe one engagement. Currency, reporting period and the basis of the software-value estimate are still to be confirmed before publication. The team comparison concerns developers; the new delivery team also includes two product owners. Results are not independently audited and do not guarantee outcomes for another business.
Rolls-Royce / 2019
Engineering.
With something
on the line.
Before the AI gold rush, Chris was building document intelligence for Rolls-Royce: matching new repair instructions against legacy knowledge, and surfacing value buried in technical documents.
A prototype built in six weeks. Work recognised through the Defence R² Data Labs Team’s 2019 IT Culture Award for Value.
Not a demo built for applause.
A system built to be useful.
Download the 3D study GLB · 2.1 MBA system built to be useful.
Photo-based recreation of a team award. No endorsement of New Signal is implied.
04The operators
Commercial instinct.
Technical force.
Two disciplines. One mandate.
The people you meet are the
people doing the work.
01 / Commercial
Ben NewtonCommercial co-founder
Entrepreneur. Board member. Deal-maker. Ben brings the commercial judgement to see where a business should go—and the relationships to get the right people around the table.
His work spans capital raising, strategic positioning and business development across technology, property, consumer brands, media and beyond.
Strategy / Capital / GrowthNewton Ventures (opens in a new tab)
02 / Technical
Chris BarryTechnical co-founder
A hands-on engineer who turns the commercial thesis into a working system. Two decades across software, infrastructure and AI. From aerospace document intelligence to production insurance platforms.
Chris designs the architecture, writes the code, connects the agents and owns the delivery. No handoff to a junior team. No distance from the work.
Systems / Agents / ExecutionMakeMoreDigital (opens in a new tab)
05Establish contact
For people with the authority to act
THE FUTURE
DOESN’T WAIT
FOR SIGN-OFF.
If you can authorise the change,
we should talk.
One business or an entire portfolio.
A small team.
An outsized mandate.
An outsized mandate.
01 / The brief
Tell us where you want to go.
A little context. A clear ambition. Leave out anything sensitive.