Process
How an engagement actually runs
No mystery, no black box. Here is the whole sequence, what it asks of you, and what you get at each step.
The discovery call
30 minutes
You tell us where the time goes and what has already been tried. We ask what a normal week looks like and where work piles up. If this is not a fit, this is where we say so — that happens and it costs you nothing.
The intake questionnaire
About an hour of your time
A written set of questions about how the company runs: which processes exist, who touches them, what systems hold the data, and what already frustrates everyone. Written answers, so nothing depends on remembering a conversation.
Interviews with the people doing the work
A few short conversations
Owners describe how a process is supposed to work. The people running it every day know how it actually works. Both matter, and the gap between them is usually where the hours are hiding.
Watching the process end to end
Mostly our time
We follow the work through the whole path — the handoffs, the re-keying, the waiting, the version that gets emailed back for a fix. This is where the real cost shows up, and it rarely matches anyone’s estimate.
The baseline measurement
Your sign-off on the metric
We agree on the honest measure for that work — hours per week, days per quote, rework rate — and we measure it before anything changes. You approve the number and the method, because you have to believe it later.
Findings and roadmap
A working session
You get a ranked list of the work worth doing, scored by hours saved against difficulty, with the baseline attached and a recommended order. Written in plain language, for people who were not in the interviews.
Build the first one
Access, and a few decisions
We take the top item and implement it inside the tools your team already uses. You see it working in stages, not at the end. Nothing goes live because a timeline said so.
Live, with your people using it
Your team, doing their normal work
The people who will use it use it while we are still here. The awkward parts always surface in the first week, and they are cheap to fix while we are in the room.
Measure again and write it down
A short review
Same metric, same method, measured again. You get the before-and-after in writing, documented so that someone who was not involved can repeat the measurement and get the same answer.
Handover
Yours from here
Documentation written for your team, training for the people who use it, and transfer of every account and asset. Then we step back. If you never call again, it keeps running.
What we ask of you
Access to the work, and honest answers
The single biggest predictor of whether this goes well is whether we get to talk to the people who actually do the job, and whether they feel free to say what really happens. Not the version in the process document.
You do not need technical staff. You do not need to prepare data. You do need someone who can make a decision without a committee, and about an hour a week of attention while the work is running.
What we will not do
A few things we say no to
- Automate a broken process. If the process itself is wrong, fixing it first is cheaper than teaching a machine to do the wrong thing faster.
- Replace a system that works fine because a newer one exists.
- Build something only we can maintain.
- Recommend a project when the honest answer is that there is not one.
Start with the 30-minute call
Tell us what a normal week looks like and where the work piles up. If there is something here worth doing, we will tell you what we would look at first.
No pitch deck. No obligation.