TITANS / WORKING TOGETHER
People. Engineering.A clear way to work together.
Titans brings together engineering teams, software products and knowledge from the field to build tools for your people. Meet the roles involved, follow the path from a need to implementation and understand the decisions behind a working partnership.
- 01R&D & software products
- 02Embedded engineering
- 03Implementation with your people
01 / Company & people
Close to your work.Connected to engineering depth.
Titans Global is an R&D and software platform company specializing in enterprise AI, automation and critical infrastructure. It works as a consulting, development and implementation partner: from mapping a need with your people to connecting a tool to their working environment.
Work can span networks and compute, ERP systems and operational workflows. An existing product is assessed where it fits; dedicated development and integrations are scoped where a different fit is needed. Deployment and data access are checked for the specific system and project.
The embedded specialist
Works alongside employees, follows real tasks and turns the problem into requirements that can be built and tested. Keeps engineering decisions connected to what is learned in the field.
Engineering & product
Builds integrations, adapts product capabilities and develops missing parts within an agreed scope. Tests exceptions as well as normal operation and documents limitations.
Your process owners
Define what useful means, set priorities and approve the move into routine work. The employees doing the task participate in design and evaluation.
IT & security
Agree access, permissions and environmental requirements with the team. Approve system connections and define who operates, monitors and handles changes over time.
The experience behind the approach
The team brings over a decade of industry experience. Titans’ journey includes early web products, pandemic-era work and software partnerships in Israel. Explore the milestones and their sources on the Experience page.
02 / Delivery path
Every stage has a deliverable.And a decision on what comes next.
Start with one workflow and an accountable owner. Move forward when the need, connections and tests are clear. Deliverables and support scope are agreed as part of the engagement.
03 / Ownership & deployment
A good connection beginswith clear ownership.
Titans takes engineering responsibility for the agreed scope. Your organization retains ownership of its workflow and information. Responsibilities and operating conditions are defined before connecting to the environment.
| Area | Your organization | Titans | Agreed together |
|---|---|---|---|
| Need & success | A process owner, priorities and real task examples. | Observation, requirements and a delivery plan. | First scope, a measure and acceptance decisions. |
| Data & access | Source owners, policy and access approval. | Mapping necessary data and integrations. | What is read, transferred and retained, and who may act. |
| Deployment | Network, identities, system details and a test environment. | Fit assessment, integration and scoped testing. | Component locations, service dependencies and transition criteria. |
| Routine operation | Local operating owners and user feedback. | Documentation, training and support as defined in the engagement. | Monitoring, incidents, updates and service terms. |
On-premises, organizational cloud and disconnected requirements are assessed against the product, version and integrations. Application location, model location and external services are separate questions. Support and availability are defined in the engagement.
Deployment & control in depth04 / Knowledge for decisions
Understand the thinking.Know what to ask.
Three practical guides: connecting information to meaning, engineering inside the organization and setting boundaries for an agent. Open a topic to read its full explanation here.
01GUIDE · ORGANIZATIONAL CONTEXT
How to build context people and agents can use.
GUIDE · ORGANIZATIONAL CONTEXT
How to build context people and agents can use.
An Understanding Layer starts with a simple question: what do the data mean within the organization? This guide turns that question into a model that process, systems and security teams can review together.
Define entities in a shared language
A customer, asset or event may appear in several systems under different identifiers. Begin with an agreed entity definition and an authoritative source for each attribute. Focus on one workflow where missing context already delays a decision or action, rather than modeling the whole organization at once.
Add relationships that affect a decision
An asset list does not explain ownership or which activity a failure affects. Add relationships such as located at, maintained by or dependent on. Each relationship should support a practical question and be verifiable against people and information the organization recognizes and trusts.
Example: an asset incident
In an illustrative example, an equipment fault is reported. The context model connects the equipment to its site, maintenance owner and an existing work order. That helps determine whether to create a new task or add information to ongoing work. The decision still follows agreed rules and permissions.
Separate source, meaning and action
Source systems hold records. The Understanding Layer defines meaning and relationships. An agent can use that context to answer or propose an action, while controls determine what may execute. This separation helps locate a problem in data quality, a disputed definition or a missing permission.
Check freshness and conflicts
Organizational context changes as people move roles, assets move sites and systems change. Define who updates the model and how conflicting sources are handled. A fluent answer is insufficient when it depends on an outdated relationship or a value without an identifiable source.
What the first map should include
A useful first map contains a business question, a limited entity set, necessary relationships and authoritative sources. Add an accountable owner and the intended decision or action. Review real examples and exceptions with process staff before deciding which part an agent should use.
A practical guide based on the Understanding Layer concept in the TITANS article published in August 2026. Doctrine 001 · Original article
Open the full guide02GUIDE · ENGINEERING & DELIVERY
What does an embedded engineering team do?
GUIDE · ENGINEERING & DELIVERY
What does an embedded engineering team do?
Forward Deployed Engineering connects engineering work with the process a system must support. The team learns alongside your people, defines a scope and builds a connection that can be operated and evaluated within the organization.
Start where the work happens
Start with process owners, users, IT and security. Follow a real task to identify missing information, waiting points and the person deciding the next step. This work takes place within the access and working arrangements allowed by the organization and agreed for the engagement.
Narrow the scope to an evaluable change
Choose one workflow, an accountable owner and a success measure. Specify included and excluded work, systems involved and who must be available for decisions. This gives the team a defined need against which to assess progress and prevents each discussion from adding a different objective.
Turn local knowledge into a shared deliverable
Map information sources, entities, relationships, permissions and exceptions. The result should be understandable to both the process owner and the systems team. Document authoritative sources, action approvals and how to recognize situations outside the design, rather than leaving those decisions only in the team’s memory.
Integrate and evaluate with users
Implementation connects a product or capability to the defined workflow. Test normal cases, incomplete information and possible failures with the people who will operate it. Before routine use, agree who receives issues, how to stop an action and how to return to the existing process when needed.
Keep ownership clear after deployment
The organization needs named owners for the workflow, data and system once work becomes routine. Agree on operating documentation, training and change handling within the engagement. Engineering support should help local teams understand and operate the process consistently while preserving internal accountability.
Decide on expansion from what was learned
Compare the result with the baseline and ask users where manual work remains. Then assess another site, team or workflow and identify which assumptions change. Expansion is a separate decision based on implementation evidence and an assessment of the new conditions.
03GUIDE · PERMISSIONS & OVERSIGHT
Before an agent acts, define its boundaries.
GUIDE · PERMISSIONS & OVERSIGHT
Before an agent acts, define its boundaries.
An agent returning an answer and an agent changing a record carry different responsibilities. Moving from information to action requires explicit decisions about who may do what, under which conditions and how the result is checked.
Separate three levels of involvement
Reading retrieves information from an authorized source. Proposing describes a possible action for a person to consider. Execution changes system state. Select the level each workflow needs rather than treating full autonomy as a prerequisite. Information and proposals can be evaluated before broader action permissions are considered.
Identify the acting identity
Define the identity executing an action, its permissions and who owns permission changes. Understanding context does not grant authority. Check access in the source system and ensure the scope matches the role and task, including cases where a user changes responsibilities.
Define when approval is required
Approval belongs inside the workflow. Define the approver, what evidence they receive and what happens if they do not respond or information is insufficient. In an illustrative scenario, an agent prepares a change request, while the process owner reviews its impact before execution.
Verify what actually happened
Sending a request to a system does not prove completion. The design should verify the result and handle partial success. Define how duplicate actions are avoided, who resolves inconsistencies between systems and what information is needed to reconstruct the sequence.
Plan stopping and recovery
Not every action can be undone. Assess whether it can be stopped, corrected or compensated for, and who is authorized to do so. Where no safe recovery path exists, execution can remain with a person while the agent prepares information and a recommendation.
Translate principles into a product-specific scope
This is a planning framework, not a claim that every product includes every control. During a fit assessment, identify mechanisms provided by the product, controls enforced by the source system and steps requiring an organizational process. Agree on gaps and owners before enabling actions in the working environment.
05 / Start together
Bring a real task.Start with the work.
You do not need a finished technical specification. Bring a workflow that struggles to move forward, someone who knows it and a real example of what happens today. That is enough to begin assessing fit and planning a first scope.
- A task & an example
- What is the employee trying to finish? Where do they wait, copy information or repeat work?
- Someone who knows the workflow
- A process owner and an employee doing the task, with a relevant IT representative.
- Systems & constraints
- Which systems are involved, what information is available and what security or deployment requirements are already known?
Before we begin
A few more questions worth clarifying.
Do we need to replace existing systems?
Start with the workflow and existing environment. Assess which systems can be connected and where adaptation is needed. Replacement is a separate scoped decision if it becomes necessary.
Is this a product or custom development?
It depends on the need. An existing product may provide a suitable foundation; integrations, adaptations or additional development are scoped where needed. Agree what the product provides and what is built for your workflow before starting.
What remains with us after implementation?
The engagement defines operating documentation, training, owners, incident handling and change management. Your organization should know who operates the tool and who decides when conditions change.
How do we decide whether to expand?
Compare with the agreed measure and baseline and listen to employees. Before moving to another team or site, reassess whether the same integrations, data and operating assumptions still apply.