Working inside enterprise workflow platforms since Kintana, 2002.
Every time work passes from one system to the next, somebody retypes it, somebody checks two versions against each other, or it quietly gets lost. Press the switch.
Systems stay. The process layer changes.
Two steps, one definition. The panel is configured once and placed wherever it's needed — change it in one place and both stages change.
All three run concurrently. The parent step advances only when every lane clears — and any one of them can send it back.
Click either Panel Review — three reviewers open and run concurrently inside the parent step.
Rejected at Review? It returns to Submitted with the reason attached — and the loop is part of the process, not an exception someone handles by email.
The diagram above is a teaching example. These are actual workflows in the platform, rendered live: grey is not yet traversed, blue is already traversed, green is where the item sits right now.
Nodes are statuses. The labels on the connectors are the named transitions that move an item between them — Submit, Passed, Correction, Reschedule, Re-apply. There is no code underneath — the picture is the thing that runs.
Two details worth noticing, because they are the parts that are hard to build: one rescheduling step handles all three reviewers, instead of each reviewer needing their own, and candidates who don't proceed land in a Past Applicants Database with a Re-apply route back in. The process has a memory.
And processes are versioned — the change-management flow above is at v11.0. It has been revised eleven times without a release, a migration, or a developer.
We didn't arrive at this from a whiteboard. We arrived at it by implementing the same class of system, for two decades, and watching the same thing go wrong.
Before Mercury bought it. Before HP bought Mercury. Four certificates, and a first look at what a workflow engine could do.
Left Mercury Interactive to work directly with the organisations trying to make these platforms fit how they actually operate.
Newspapers, transit, credit unions, publishers, manufacturers. Different industries, identical failure: the platform was never the hard part.
The software licence was never the expensive part. The gaps between the systems were. And every tool arrived with its own idea of how the job should be done — so the work bent to fit the software.
Software you set up by describing how your work already flows, rather than by writing code — built for the people who run the work, not the people who build software.
"It quickly became evident that Abraham's knowledge of the platform far out-shined HP's own technical consultants." Steve Bagley — Director, Portfolio Management & Delivery CoE, Scholastic Inc., 2013
"Abraham was the key enabler in our transformation from a manual driven process to a unified Portfolio Management system." — John D. Ramos, Operations Manager, Education Technology, Scholastic Inc., 2013
"Quiksilvr has taken a verbal, paper based at best process and made it efficient and manageable. We average 250+ active deliverables on a daily basis." — Debbie Tolman, Marketing Operations Manager, The Atlanta Journal-Constitution, 2008
"After working together for almost 10 years in different organizations, I still strongly recommend him over any other candidates." — Derek Giedd, Sr. Applications Engineer, Cox Communications, 2015
Twelve signed letters of recommendation, 2002–2015. All name the principal personally. We quote them as written.
A pre-built application encodes somebody else's idea of how your work should happen. So you either change how your business works to suit the software, or you pay someone to alter the software — and then pay again every time it updates.
Most business software is written as code. A developer spells out, line by line, what the computer should do. When the process changes, someone has to change the code — which means a request, a wait, and a bill.
Ours works differently. You list the stages a piece of work passes through — drafted, submitted, approved, sent back, closed. Then you name the moves that carry it from one stage to the next, and say which job role is allowed to make each move.
That is the whole setup. There is no code underneath it that could drift out of step with the picture, because the picture is the thing that runs. Which is why the person who knows why step four exists can change step four — without a developer, a ticket, or a release.
It is, and that promise has a graveyard. Birmingham City Council budgeted £19m for an Oracle implementation; the statutory auditor put the eventual cost at roughly £109m, and named governance and programme management — not the product — as the cause.
The distinction matters. An all-in-one application replaces your systems of record. That is the thing that fails. An all-in-one process layer leaves your systems where they are and unifies the work that runs across them.
We are not asking you to rip anything out. We are asking who owns the process that currently lives in the gaps between your systems.
71% of organisations are using AI agents. 11% have one in production. The problem is not that the AI is not clever enough. It is that the longer the chain of steps it runs on its own, the more likely something goes wrong somewhere in the middle — and afterwards nobody can show exactly what it did.
This is arithmetic, not a measurement of any real system. In practice it tends to be worse, because one mistake early on makes the next one more likely. Put the AI inside a system that keeps track of where the work is, what order things happen in, and what to do when a step fails — and that system carries the process instead.
Sources: Camunda / Coleman Parkes 2026 (n=1,150, commissioned by Camunda) · Forrester, The State of Agentic AI 2026 · Anthropic, Building Effective Agents.
Twenty-two years of implementations turned into a product. The engine is built and owned by SkAI Technologies, Inc., and runs on its SkAIform platform. Digital Business Process is a separate company and SkAI's independent implementation partner.
Visit SkAIform →Principal's practice also spans The Atlanta Journal-Constitution, MARTA, General Motors, the University of Minnesota and GMAC-RFC.
Digital Business Process is led by Abraham Delgado, who has worked with enterprise workflow platforms since Kintana in 2002 and founded the practice in 2004 after leaving Mercury Interactive.
We say principal-led rather than describing a team, because that is what is true. When you engage us, you work with the person whose name is on the recommendation letters — not a bench of juniors billed at his rate. Specialists are brought in under contract when an engagement needs them.
He is also the founder of SkAI Technologies, Inc., where the workflow engine described above was built. The two are separate companies; Digital Business Process is SkAI's implementation partner.
Bring it. One hour, no charge — we map what actually happens, where the waste sits, and what should be eliminated before anything gets automated.
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Request a demoNo deck, no pricing conversation. If the answer is that you don't need software, we'll say so — it's usually the most valuable hour we spend.