Business Process Improvement Consulting
Most process work fails because it documents the process someone describes rather than the one people actually run.
Book a callThere are two versions of every process in a growing company: the one people describe in a meeting, and the one they run on a Tuesday when something has gone wrong. Process improvement that only captures the first produces documentation nobody uses.
How we work
- Observe before mapping. We watch the work happen — sit with the people doing it, follow real records through the system. The gap between described and actual process is where the improvement usually is.
- Map the current state honestly. Including the workarounds. A workaround is information: it marks a place where the official process does not fit reality.
- Remove before optimising. The cheapest step is the one deleted. Most processes at this size have accumulated approvals that made sense once.
- Then redesign, then document. Documentation last, so you are not documenting a process that is about to change.
- Then instrument. Cycle time, error rate, exception frequency — whatever tells you it has drifted.
Where this pays
| Area | Typical finding |
|---|---|
| Quote to cash | Quote, contract and invoice disagree; manual reconciliation absorbs finance time |
| Onboarding | Every new customer handled differently; delivery cannot forecast capacity |
| Sales handoff | No defined handoff, so context is lost between sold and delivered |
| Approvals | Thresholds that made sense at $2M and now block routine work |
| Reporting | Numbers assembled by hand each month because no system is authoritative |
Where the problems concentrate in revenue systems specifically, this usually becomes a revenue operations engagement instead — the same work, applied to a narrower and higher-value surface.
Start where it costs most
A short diagnostic across your highest-friction processes, with a prioritised view of what to fix and what it is worth.
Book a callCommon questions
- Do you use a specific methodology?
- We borrow from lean where it helps, but most problems at this size do not need a framework. They need someone to watch the work happen and remove the steps that stopped making sense two years ago.
- Will this produce documentation nobody reads?
- It does if you document first. We fix the process before writing it down, so what gets documented is worth following.
- How do you know the improvement held?
- Every redesigned process ships with a measure — cycle time, error rate, exception frequency. A process with no measure degrades quietly.
Related
- Fractional COOYou have outgrown the way you run the business, but a full-time COO is a $300k commitment you cannot justify yet. A fractional operator closes that gap.
- Revenue Operations ConsultingRevenue operations is the connective tissue between sales, marketing and delivery. When it is missing, the symptoms look like people problems.