Claude rollout to build AI capability and free up capacity across Fabriq

Fabriq estimated that its internal AI initiative had freed monthly working capacity equivalent to 2–3 FTE roles in Customer Care, 1–2 in Sales and Success, and around 1 across other functions, including Marketing and Product. These are preliminary, high-level estimates of progress to date. Working with Bonsai Labs through its Forge initiative, the company combined hands-on implementation, ambassador coaching, and department-specific training to turn scattered experiments into working tools. The initiative and Bonsai’s support also reached Finance and People, with the most tangible recent impacts concentrated in Sales and Operations. Customer issue triage and ticket creation fell from 20–30 minutes to under a minute, while prospect research that required two to three hours could be generated in approximately 15 seconds.

At a glance

The company

Backed by Expedition Capital, Fabriq is the Connected Worker Platform that delivers operational excellence at scale by embedding manufacturers’ operating models into daily execution, from shop floor to top floor. Trusted by global manufacturers including Nexans, Danone and LISI, Fabriq supports 80,000+ daily users across 1000+ sites in 60+ countries.

They launched Forge, a company-wide AI transformation program spanning foundations and governance, quick wins by function, knowledge and memory, and process automation. Its ambassador network gives departments ownership of their AI roadmaps and adoption, with Claude as the primary tool across teams. Bonsai Labs supported hands-on implementation and department-specific training, including over 15 hours of training on Claude and skill design.

The challenge

Before the Forge program, internal AI initiatives were scattered across departments, with limited ownership and no consistent approach to developing useful applications. The constraint was not a lack of technical expertise across Fabriq. Its engineers were using AI for coding, but business teams lacked dedicated time and support to translate their own workflows into practical solutions.

Fabriq needed to turn individual experimentation into sustained adoption across departments. A small central team could support the program, but could not drive every department’s transformation itself. The challenge was to give teams clear ownership, practical training, and shared guidance on tools and responsible use, so they could identify valuable use cases and embed them in daily work. Building that capability within departments would allow adoption to grow without creating a continuing dependency on the central team or engineers.

Why Bonsai Labs

Fabriq considered Bonsai Labs through a recommendation from Expedition Capital. Bonsai Labs showed deep understanding of Fabriq’s business needs, and instead of an off-the-shelf training solution, they offered a level of personalization that had AI experts embedded directly with departments to prioritize use cases and build AI solutions.

“I liked that you were really focusing on understanding our pain points. That made the difference in our decision.”
— Martin Quémard, Chief of Staff, Fabriq

The approach

Bonsai Labs combined practical implementation with the enablement of internal ambassadors (1 per department). We worked alongside Fabriq’s teams to understand workflows, assess potential value and ROI, prioritize and build solutions with the people who would use and extend them. Discovery workshops and pair build sessions gave the initiative a regular rhythm and made progress visible across departments.

The Operations department provided a concrete demonstration of how that model could spread. Its ambassador co-built an initial Claude skill with Bonsai Labs. Then a few weeks later, the teams built six more skills addressing specific departmental needs (Customer ID Cards, Call preparation, Morning digests, etc.). Alongside this expansion in skills, a customer care workflow illustrated the operational gains: it connected Intercom (Fin) with product knowledge to help distinguish bugs from feature requests and create Linear tickets with customer context and initial investigation details. Triage and ticket creation that previously took 20–30 minutes could happen in under a minute. Fabriq shared the department’s results internally to show colleagues what the tools could accomplish.

Learning through department-specific use cases: The build sessions and training connected directly to employees’ daily responsibilities and workflows, to ensure that we build use cases that will be immediately impactful for the teams.

Building internal capability: The ambassador model gave departments a practical route from receiving help to developing their own applications. Customer care’s expansion from one jointly built Claude skill to several internally developed skills demonstrated that capability transfer. As usage increased, Fabriq also began examining consumption patterns and helping employees choose models appropriate to their tasks, adding cost awareness to its experimentation.

“Once you give them the right tools and the right way to do it, it’s getting way easier for us to drive the change internally.”
— Martin Quémard, Chief of Staff, Fabriq

The results to date

Customer care: faster triage and ticket creation

• From reactive triage to solving what matters. A connected workflow now classifies incoming issues and prepares Linear tickets with the context engineers need to investigate, cutting triage and ticket creation from 20–30 minutes to under a minute. The team spends less time sorting and formatting, and more time actually resolving customer problems.
• Time savings on the Care side. The project eliminated repetitive tasks without changing the volume of engineering escalations. Customers get faster answers, and all the time savings in this process are on the Care side.
• Capacity redirected to higher-value work. By removing repetitive manual steps, the team freed estimated monthly capacity equivalent to 2–3 full-time roles, capacity now reinvested in proactive customer care and the issues that need real judgment.

Sales: better-prepared conversations, more time with customers

• Prospect preparation that actually gets done. Fabriq's eight-part research framework, previously a two-to-three-hour task that was rarely completed in full, is now generated as a ready-to-use digest in seconds. What used to be skipped for lack of time is now standard before every meeting.
• Sharper, more relevant prospect conversations. Salespeople walk into calls better prepared and with more relevant context, raising the quality of every first conversation. The framework is applied consistently rather than occasionally.
• Selling time given back to teams. Across Sales and Success, Fabriq estimated monthly capacity freed equivalent to 1–2 full-time roles, with time reinvested where it drives revenue: in front of customers.

Marketing: on-message content at scale, faster market insight

• Content that stays on-message. The marketing team built Claude skills that rewrite customer case studies, industry pages and solution pages for search and AI visibility, using only validated sources and approved figures. A page rewrite that took 4 hours now takes 30 minutes, and every page tells the same story about Fabriq.
• Market insight on demand. Skills connected to Fabriq’s AI visibility, CRM and call-recording tools now produce monthly competitor reports, sales battlecards and customer proof points for business reviews. Work that once took a few days of manual research is ready in 5 minutes.

The bottom line

Across both teams, the pattern is the same: AI removed the low-value, repetitive work so people could concentrate on what actually moves the business, spending more time resolving customer problems, entering every sales conversation well prepared, and freeing customer-facing time that had often gone missing. Fabriq also estimated capacity equivalent to around 1 additional full-time role across other functions, including Marketing and Product. These capacity figures remain preliminary, high-level estimates at this stage of the ongoing Forge program, rather than a final assessment of its impact.

Why it matters: more capacity for what drives the business

For Fabriq, the value was never really about minutes saved on individual tasks. It was about where those minutes went next. By removing repetitive tasks within customer care, the team freed capacity for proactive customer care and the issues that need real judgment. By making prospect preparation fast enough to actually happen every time, sales walked into more conversations better prepared, including the groundwork that used to be skipped for lack of time. In both cases, AI didn't just make the work quicker; it moved people toward the work that creates the most value.

What makes this durable is that the capability to keep going is now growing inside Fabriq, not sitting with an external partner. Ambassadors have started building their own skills, training is anchored in real departmental workflows, and internal usage reviews are bringing more deliberate choices about tools and cost. Customer care has already shown the pattern: from one skill co-built with Bonsai Labs to several developed in-house. The gains are not a one-off; they have a way to compound, because the teams closest to the work can now extend the tools themselves.

About Bonsai Labs

Bonsai Labs helped Fabriq roll out Claude across their organization through a pragmatic, results-driven approach, by first auditing existing workflows, then reimagining them around AI, and co-building the solutions together with their department leads and champions. This methodology created a lasting internal capability that Fabriq can continue to leverage and grow by themselves.

About Fabriq

Fabriq is the Connected Workforce Solution that delivers operational excellence at scale by embedding manufacturers’ operating models into daily execution, from shop floor to top floor. Trusted by global manufacturers including Nexans, Danone and LISI, Fabriq supports 80,000+ daily users across 1000+ sites in 60+ countries.