"Everything goes through me and something is going to fall over."
For businesses where work comes in fine, but is held together by the owner's memory. We work on how it gets handled afterwards: what happens between someone asking for something and that something being done and recorded.
It is almost never an ordinary Monday. There is usually a specific trigger, and it is normally one of these.
You are buying an end to being your business's single point of failure.
You are buying the information living somewhere other than your head, the ability to take a day off without it all collapsing, and the ability to delegate without explaining each thing three times.
There may well be a tool at the end. It may be the one you already use, or a well-built spreadsheet. The tool is a consequence of the order, not a substitute for it.
The first project works on one or a few critical workflows, named in the proposal. Everything else stays out until there is a reason to go in.
We say this before you have to ask, because disorder has an awkward property: it expands while you look at it. A project with no written ceiling becomes infinite, gets expensive for you and stops making sense for us.
A critical workflow looks like this:
order → production → packing → dispatch → delivery
booking → service → payment → history
First we pick which workflow. Then we make it exist outside you.
This one cannot be seen from outside: we come in, watch how work arrives today, where the information lives and where it breaks.
One. The one that costs money or clients when it fails. It gets named in the proposal and becomes the ceiling of the project.
The process written as it actually happens, not as it should. With the states that exist and who answers for each one.
One place where that workflow's information lives. One, not five. It can be the tool you already use.
Training and one supervised day of work. A system existing means nothing if nobody uses it.
What happened is on the record, and someone who isn't you can go and look it up.
No custom software required. A working operational system, required. If you finish the project working the same way as before but with documents, we have not delivered.
Not at handover. And it is not "the system is ready" — it is this:
Sorting out the whole company · accounting, payroll and tax compliance · people management · physical inventory and field logistics · IT support · enterprise system migrations · and automating processes that are not written down yet, which is the rule we never break.
Twelve questions, three minutes, and we place you on one of five levels of operational maturity. The result is calculated in your browser: you see it without giving us anything.
No result figures: we have not measured hours recovered or mistakes avoided on any project, and we are not going to estimate them.
Before: around fifteen clients and no written process; control lived in a spreadsheet only the owner knew how to use. After: the critical cycles documented, four written procedures and a source of truth replacing that spreadsheet. With training.
See the full write-up →A small ice manufacturer. Orders arrived by message and were written in a phone's notes app. Operational review done on site and documented; the system is designed, not implemented. We put it that way because the order matters.
See the write-up →Thirty minutes, no charge. If it turns out there is not enough volume yet for sorting it out to be worth it, we'll tell you.
Let's talk about your business →And if the problem is not how the work gets handled, but that not enough of it comes in? That is the other door: Presence & Acquisition.