From a Child's Dream to Strategic AI

Do you remember when you started using your first computer? The moment you realized what you could do with a few keystrokes? For me, it was in Uruguay, sitting in front of a Commodore 64 at the age of nine. The old orange screens, the click of the keys and the infinite possibilities that lay within that simple machine.

Like many of you reading this, I come from a working class family. We didn't have much, but we had dreams. My parents had to save for 6 months to buy this machine. The new computer was important, but they weren't sure if the technology would shape the future as we know it today. Four years later, when I needed programming books to learn assembly language, there was no money to buy them. Instead, I walked to the closest university library and borrowed texts meant for engineering students. At 15, these long walks became my ritual, because every step was driven by the dream of creating something meaningful with the help of technology.

Today, when I look at what we've built with Hanna Prodigy, I see the beginning of that journey. No, we're not as big as ChatGPT and we don't have the resources of the tech giants. But what we do have is something different—something built from ideas coming from my experience working with technology and human systems in companies. We're developing the world's first Large Strategic Model (LSM). It sounds technical, but it's really about fulfilling the childhood dream of using technology to truly transform the way organizations work and grow.

From the first BASIC commands on the Commodore 64 through the years of software development to my move into organizational change in 2003, every step has been about understanding how technology can serve human needs. Today's AI landscape is dominated by Large Language Models (LLMs)—powerful tools that can process and generate text with remarkable accuracy. But something is missing: an understanding of how organizations actually work, how strategy flows from the top down, how knowledge moves between departments, and how culture affects everything.

That's why we founded Hanna Prodigy AI. We realized that while LLMs can provide information, they don't understand the complex dynamics of organizational structure, culture and strategy. Think about your own organization for a moment. It's not just about having access to information, it's about understanding how that information needs to flow, who can see what, how decisions impact different levels of the organization, and how to align strategy and execution.

Hanna Prodigy represents a fundamental rethinking of how artificial intelligence can meet the needs of organizations. We may not have the massive computing power of larger AI systems, but we have something much more valuable: a deep understanding of how organizations work and what they really need to be successful. Our LSM (Large Strategic Model) not only processes language, but also understands organizational hierarchy, knowledge flow and can deal with strategic alignment.

Imagine a family business trying to grow sustainably, or a company trying to manage digital transformation while preserving its core values. These challenges require more than just information processing—they require strategic understanding, cultural awareness and the ability to align actions at all levels of the organization. This is where LSMs shine, while traditional LLMs fail.

The difference between LLMs and LSMs is like the difference between knowledge and understanding. An LLM can tell you what strategic alignment means and provide information about many things, but an LSM can give you the right context for you, where you are in the company, and help you achieve it. This provides a powerful way to empower how decisions at the executive level need to flow into the organization, how knowledge needs to flow between departments and how individual actions relate to the overall strategy.

When I think back to those walks to the university library back in Uruguay, I remember that the dream wasn't just about writing better code—it was about building tools to help people create a better future and ecosystem for their families and communities. That's what drives us at Hanna Prodigy. We may be smaller than the tech giants, but we're focused on something crucial: Developing AI that truly understands and supports the needs of businesses.

It's not just about technology—it's about the world we want to build. Any company that uses AI solutions isn't only investing in technology, but also in the future of its employees, in their ability to grow and adapt in a sustainable way. That's why we designed Hanna Prodigy to be more than just another AI system—it's a partner in organizational development and strategic implementation.

As we look to the future, the distinction between LLMs and LSMs will become increasingly important. While LLMs will continue to evolve as powerful general-purpose tools, LSMs will become important partners in organizational development and strategy implementation. They represent not just a technological advance, but a new way of thinking about how AI can serve human systems and support sustainable growth.

From the Commodore 64 in Uruguay to today's development of Hanna Prodigy, it was about more than just technological advancement. It's been about understanding how technology can serve human needs, support sustainable growth and help create the future we want to build shared progress. We may not be the biggest player in AI, but we're creating something unique and valuable.

The future of AI isn't just about building smarter systems - it's about building systems that help create a smarter and more sustainable world. That's the promise of LSMs, that's what we're creating with Hanna Prodigy, and that's the future we're working towards. It's a future that began with a child's dream in front of a Commodore 64 and now continues with every organization that chooses strategic AI. If you are courious about Hanna Prodigy and want to test it, we are bringing you the possibility to test it for a whole month for free. Click here to get your trial.

One thing I learned from all this is that most of the time, the roads are not straight, there are twists, turns, ups and downs, but the important thing is to focus on the next step and keep moving forward.