We find the manual work costing your team the most, build the thing that ends it, and increase your profit margins.
The hard part is knowing whether the numbers feeding it are right, whether the process deserved to survive at all, and whether anyone can explain the result six months from now.
Month-end close waits on one person stitching everyone's spreadsheets together. When they take leave, so does the close.
The same order and customer details get keyed into three systems because the CRM, the accounting system and the fulfilment tool do not talk.
Approvals go around by email, text and phone, and then vanish. Nobody can say what was signed off, by whom, or when.
Two systems disagree about the same number, and every meeting starts by working out whose figure to trust.
The forecast lives in a workbook that is out of date the day after it is built, and one person really understands it.
The monthly report for management ties up a person for half a day, and it might still be wrong.
An auditor asks how a number was arrived at - and it takes days to reconstruct from emails and folders.
People in the field fill in PDFs or paper that someone back at the office keys in again later.
We start by watching how the work actually gets done - the workarounds, the side spreadsheets, the steps nobody wrote down. Then we redesign it: some steps come out, some change, the systems that should share data get connected, and new technology goes in where there is a real gap. Most of the skill is knowing which of those a given problem needs.
You see something working within the first few weeks, not a deck. You can stop at any point. When it is done, it runs without us - documented, and handed to whoever owns it next.
Describe the problem in a sentence. We will tell you whether it is the kind of thing we fix, and how we would go about it.
Talk to us