Corto.

AI company operating system

Most companies this size have never written a plan.

Corto studies a business the way a top-tier consultant would, agrees with the founder where it is going, turns that into goals every person can see — and then runs the company inside itself: sales, people, money, operations. At the end of the quarter it proves what it was worth, in rupees. Then it does it again.

Start where a customer startsEvery screen, in orderreturning? log in

The quarter, on repeat

  1. Study
  2. Plan
  3. Track
  4. Execute
  5. Prove
The company in every screen
Mehta Auto
Where
Bhosari MIDC, Pune
Size
₹80 Cr · 140 people

Where the company is going · by 2032

  1. 1Nobody can end us with one phone call
  2. 2The part nobody worries about
  3. 3Ours, and funded by us

  1. Earn the second part, not just the first order

    • Top four customers' share of billing68%

  2. The date we give is the date it ships

    • Dispatched on the promised date71%

  3. Cash comes home before it is spent

    • Collection cycle74

  4. Sell where the rupee is worth more

    • Revenue from outside powertrain0%
Three destinations, four how-to-win choices beneath them, and the numbers that must stay healthy under each — derived from the founder’s own interview, not chosen from a library. Everything a person is measured on hangs off one of these. Open it

What Corto actually does

  1. 1

    It studies the business first

    Before you give Corto anything, it reads the public record and hands you thirteen sections about your own company — with every figure graded and every source named. Where it cannot know something, it says so instead of estimating.

    See a real report →
  2. 2

    It does the planning you have never done

    Ninety minutes with the founder, in his own words. Out of it: the vision, the mission, the lines the company will not cross, and where it is in three years, two years, one. He edits or accepts. He is never handed a framework to fill in.

    See the direction →
  3. 3

    It turns that into goals every person can see

    The one-year goal becomes this year's goals, then this quarter's, then a target on one person's screen — each with the instrument that will measure it. Nobody is handed a blank framework and told to get on with it.

    See the goal tree →
  4. 4

    Then the company runs inside it

    Sales, HR, finance, operations, projects, the service desk — the tools the work actually happens in, with an AI layer that reads the meeting, updates the record and raises the task nobody remembered to write down.

    See the tools →

Walk it in order

every screen, flat

Four people start at four different moments and never see the same first screen. The founder is alone on day one; the champion is named only after the plan exists; a head reads what the founder expects of his department before he is asked for anything; and nobody in a team is invited until their own head has agreed their goals.

Anil Mehta · Promoter & Managing Director

Day 1 — alone, before anyone else is involved

Most SMEs have never written a business plan or set a goal in their lives. Corto does the planning with him, in his own words, and never hands him a framework to fill in.

Day one — he reads a report about his own business

  1. 1Sign upCountry, city, the company. One identifier, and Corto knows what it can look up.
  2. 2The report buildsNinety seconds against the public record, with every source named as it lands.
  3. 3His free reportThirteen sections about his own company, before he has given us a single number.

Week one — the interview, the plan, and the person who will run it

  1. 4The founder interviewNinety minutes. His ambition in his own words — and his vision, mission and the lines he will not cross.
  2. ·The interview, step by stepEvery question and answer one click at a time, including the three that go off script.
  3. 6The business planWritten from the interview the day it closes. Never replaced, only completed. He names the champion here, in the room — she starts her own path from her account.

Week two — where the company is going, one decision per screen

  1. 7Your valuesSay what this business stands for, in your own words. Corto writes it back sharper.
  2. 8Vision and missionRead back the two sentences Corto heard in your interview. Change a word, or agree them.
  3. 9Three destinationsSay yes to each destination on its own, or change it first.
  4. 10MilestonesAgree the stops on the way to each destination, and see who is carrying each one.
  5. ·The pillars and KPIs it becomesWhat he agreed, turned into how-to-win choices and the numbers that must stay healthy under each. Derived, not authored.
  6. 12The years betweenAgree where the company has to be in three years, in two, and this year.
  7. 13This year's goalsCorto drafted three from the one-year picture. Edit the wording and the targets, or accept them.
  8. 14What you expect of each departmentOne department at a time: what good looks like, and what you are counting on. Each head reads theirs before anyone asks them for anything.
  9. 15The business planRead the plan Corto wrote from everything you have agreed, and say it is the plan.
  10. 16What the company is short ofCorto reads the plan against your org chart and your books and says what is not there yet. Accept each one, change it, or say no with a reason.
  11. 17Hand to the headsName each head and their work email, pick the meeting time, and Corto sends every invitation with their pre-read.

Week two — what is outside

  1. 18Schemes and grants he qualifies forMatched from his own records — not a list of everything that exists.
  2. 19Market research — what changed outsideOne line a day at most, and only where it moves a number he owns.

Week three — he brings his people in

  1. 20The heads' meetingHe chooses the people and the time. Corto sends the invitation itself, from its own address, with each head's pre-read attached.
  2. 21Alignment across the companyWhat his people could and could not state, and what is in their way. Counted together — never against a name.
  3. 22The full business reviewEverything Corto found about how the company actually runs, in one place.

Then, every day

  1. 23The calendar, and his dayWhat moved, the decisions only he can take, and what the notetaker read out of every meeting.
  2. 24The agentsWhat runs on its own, what it may never touch, and who can stop it.
  3. 25The goal treeCompany to person, one page.
  4. 26ChatCorto's thread. From the business plan onward, this is where he is told things.

Then, every quarter

  1. 27The quarterly reviewAttainment from each key result's own instrument, in rupees, and back round to the start.

A step marked · is a click-through of something above it, not a step of its own.

One company, one coherent story, every screen · sample data for Mehta Auto