Our process
We work in three steps, one at a time. First we find where technology can save you money, grow your sales, or free up your team's time. Then we get the right people involved. Then we build it. Every step ends with your approval before the next one starts, and you can stop after any of them.
- 1Find what is worth fixing
You get: Findings, payback estimates, and a roadmap
You decide: You approve which improvements to pursue
- 2Get the right people on board
You get: Who is involved, who decides, and a schedule
You decide: Your sponsor signs off and the build is approved
- 3Build it and launch it
You get: Working software, launched and measured
You decide: You approve each stage and accept the finished work
Business process assessment
Find what is worth fixing
We study how your business runs today and find where technology, automation, or a simple change in how work is done can save money, increase sales, or free up your people's time.
Who is involved: You, your managers, the employees who do the daily work, and whoever looks after your current software, working with our business process consultant and, as needed, an analyst, an operations specialist, and a financial analyst.
How it works
- Kick-off. We agree on which parts of the business to look at, the timeline, and who on your side will back the project.
- Walkthrough. We learn how your company makes money and how work moves through each department.
- Interviews and observation. We talk with people at every level and watch the work being done.
- Process maps. We write down, step by step, how each process actually runs today.
- Tools inventory. We list the software, spreadsheets, and records you use now.
- Analysis. We find manual work, redone work, delays, errors, and missed sales, and put a dollar or hours figure on each.
- Opportunities. Each problem becomes a possible improvement, labeled as saving money, growing sales, saving time, or reducing risk.
- Ranking. We rank them by value, cost, effort, risk, and how quickly they pay for themselves.
- Options and payback. For the top ones, we compare changing how the work is done, using software you already own, buying software, or building custom software, with the expected return of each.
- Results. We walk you through what we found.
What you receive
- Step-by-step maps of how your processes run today
- A list of problems with what each one costs you
- A ranked list of improvements
- The expected cost and payback of each recommendation
- A roadmap of what to do first, second, and later
- A plain statement of anywhere technology is not worth the money
This step is finished when
We have presented the findings and roadmap and answered your questions.
Before we move on
You choose which improvements to pursue and approve the budget and timeline. If you decide not to go further, we stop here and the assessment is yours to keep.
Stakeholder identification and analysis
Get the right people on board
For the improvements you approved, we find everyone inside and outside your company who runs, uses, or is affected by the work, and agree on how each person will be involved. This is what keeps a project from being derailed later by someone who was left out.
Who is involved: Your project sponsor, managers, employees, and outside parties such as suppliers or partners, working with our business analyst, workshop lead, project manager, and change lead.
How it works
- List everyone involved. We walk through each step of the work and list everyone who touches it.
- Check the list. We confirm it with your managers and add anyone we missed.
- Gauge each person's stake. We note how much say each person has and how much the change affects them.
- Agree who does what. For each key decision, we record who makes it, who does the work, who is asked for input, and who is kept informed.
- Name one decision-maker. You choose one person with the authority to make day-to-day decisions for your company during the build.
- Set a schedule. We agree how often each group is involved, such as weekly check-ins with your decision-maker, workshops with your experts, and testing sessions with employees.
- Plan for the change. We identify who will be most affected and what training they will need.
What you receive
- A list of everyone involved and how the change affects them
- A simple chart of who decides, who does the work, who gives input, and who is kept informed
- Your named sponsor and day-to-day decision-maker
- A meeting and communication schedule
- A summary of the training each group will need
This step is finished when
Your sponsor has signed off on the list and chart, and your decision-maker is named.
Before we move on
Your people have set aside time for the project and the build is approved.
Project team build
Build it and launch it
A project team builds the approved improvement in stages. Your decision-maker stays involved the whole way and approves each stage before the next one begins, so there are no surprises at the end.
Who is involved: Your decision-maker, sponsor, experts, and the employees who will test and use the software, working with our project team. The team grows or shrinks with the size of the project.
3.1
Plan
We write down, in plain language, what the software must do and put it in priority order, along with the budget and schedule.
Moves on when: Your decision-maker approves what is included and in what order.
3.2
Design
We design how the system fits together, how people will use it, and what the screens will look like, then test sketches and clickable drafts with the people who will use it.
Moves on when: Your decision-maker approves the designs.
3.3
Build
Engineers build the software in short cycles and show you working pieces regularly, so you see progress and give feedback as it happens.
Moves on when: Your decision-maker confirms the finished features match what was agreed.
3.4
Test
Our testers check that everything works, then your employees try it on their real, everyday tasks.
Moves on when: Problems are fixed, our test lead signs off on quality, and your decision-maker signs off that it works for your business.
3.5
Train and launch
We train your employees and launch on a planned date, with a plan to switch back quickly if anything goes wrong.
Moves on when: The launch is running smoothly and your sponsor accepts the finished work.
3.6
Run and measure
We keep the software running and supported, and compare the results with the dollar and time figures we measured in step 1.
Moves on when: You see the results against the original targets, then choose the next improvement from your roadmap.
Start with step 1