Nobody here has AI governance in their job title. You're doing it anyway.
Between five hundred and five thousand people. Too big to know what's running, too small to fund a programme to find out. That's the gap Moustr was built for.
See if this is your organisation.
Who owns it, what starts the conversation, what the hard part is, and what it costs. All of it moves with size, because in this segment it genuinely does.
A named person exists, reports to the CFO or the CIO, and holds the budget. No AI team beneath them.
A security review with a new AI section, holding up a renewal. The most common reason our conversations begin.
Growth by acquisition means nobody is confident the application inventory is complete, let alone current.
Thirty days of the complete product on your own estate, with no fee and no obligation to continue. Full pricing.
Our core range is five hundred to five thousand people. We quote above and below it.
Three ways in, depending on what you own.
I'm accountable for the estate
What runs on it carries your name. You need a complete picture and you will not accept another agent on every laptop to get one.
CIO · CTO · Head of IT Governance
Usually holds the budget.
I'm answerable for the risk
The responsibility arrived without the resource, and the questions are getting more specific each quarter.
CISO · Compliance · Legal · DPO
Usually starts the search. Often influential without
authority.
Holding the discovery export? Run it through the List Check, then forward the result to whoever holds the budget.
I'm the one being asked
A customer, an auditor or the board is waiting. The answer has to hold up when it is challenged, and it has to keep holding up.
Board · Procurement · Revenue
Usually the compelling event.
When a customer asks how you govern AI, Moustr is the evidence behind your answer.
Where the fit is strongest.
Regulated or certified already
An ISO 27001 or SOC 2 management system already exists. ISO 42001 maps onto it, and the only thing missing is an AI inventory with named owners and evidence — which is exactly the gap.
Selling into larger enterprises
Your customers' security reviews now carry AI sections. A deal waits while somebody builds a spreadsheet. This is the most common reason our conversations start.
Distributed or hybrid workforces
Field engineers, multiple sites, home working. The estate is genuinely hard to see, and a point-in-time survey was never going to hold.
Works council territory
Netherlands, Germany, the Nordics. Consultation is a gate, and a product that cannot answer the monitoring question architecturally does not get through it.
Someone asked what AI you're using. You're not in trouble.
If a colleague forwarded this because you bought an AI tool on a card, or started using one that worked: you solved a problem nobody solved for you, on a budget you control, in a business that told everyone to use AI. That is not the thing being investigated here.
The point is to make what works official — so it can be supported, paid for properly, covered by a contract, and given to the people in other teams who would benefit from it too. Some tools will be retired. Most are kept.
What you'll be asked
Four questions: is it still in use, what do you use it for, does it touch customer or personal data, and do you still want it. Nobody else can answer those.
What it costs you
About two minutes, once, and a short confirmation if something changes later. Not a form, not a review board, not a meeting.
What it isn't
Not monitoring. Nothing reads what you type into a tool, and the record is of systems and owners rather than of who used what.
You would be one of the first, and that cuts both ways.
Start on a single year. The price you start on is held for as long as you stay, whether or not you ever commit to a longer term — and you get direct access to the founders rather than an account manager, with real influence on a roadmap still being written. You also carry the ordinary risk of backing an early company. Both are true, and we would rather you weighed them now than discovered them later.
The only honest way to know what is running in your organisation is to look at your own estate rather than somebody else's.
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