Operations consulting services

The hardest part is knowing what to fix first.

So we start there. Two weeks inside the operation, seven functions scored and ranked, and a sequence you can run. Then we rebuild the one costing you most and hand it back running in your team's hands.

Book an intro call See the four engagements

30 minutes. You describe the operation, we tell you whether we are the right people for it.

Operating read Sample · 7 functions · Scored 1 to 5

KnowCan people find the answer? 4.1 Strongest

PerformIs the work coming out right? 3.4

EnableAre new people ready in time? 2.8

GrowDoes it scale with demand? 2.6

BuildBuilt, or improvised? 2.1

ImproveDo fixes actually stick? 1.9

MeasureCan you trust the numbers? 1.6 Weakest

What we would do first

Measure before Improve. This team runs weekly improvement sessions on numbers nobody trusts. Fix the measurement layer and the improvement work starts landing on its own.

Built, run, or repaired from the inside, in brands you have used this week.

Where we have delivered

Health tech

Where an escalation is a clinical event, not a ticket, and the regulator is already in the room.

Insurance

Claims and disputes: high stakes per decision, and a standard that has to survive an audit.

Fitness

Member operations at volume, on thin margins, against demand that moves with the season.

SaaS startups and scaleups

Building the first operation, then rebuilding it once growth outruns the people holding it up.

Four sectors, four regulators, four vocabularies. The operating questions did not change. We name sectors rather than clients: operations work reaches into how a company actually runs, and that is not ours to publish.

How we think

It is rarely the process that breaks.

In most operations we have worked in, the written process is fine. What breaks is the hundred small calls people make around it every day, with nothing to tell them what a good one looks like. That gap looks different in a warehouse and a clinic. It behaves the same way.

What counts as an operation

Support and service
Fulfillment and returns
Claims and disputes
Onboarding and KYC
Trust and safety
Back office
Field and clinical ops
Logistics

Anywhere people make the same decision repeatedly under constraint, the mechanics are the same even when the vocabulary is not. We work at the level of the actual decision, the actual handoff, the actual queue at 2pm on a Tuesday, and hold what we find against the standards this work already has. Frameworks where they earn their place, never as the deliverable.

One operator runs your account. Where the work needs a specialty they do not hold, we bring in someone from the bench who has built the equivalent before. Peers, not juniors.

When companies call us

The operation works. Nobody can say why, or for how much longer.

Operations rarely fail loudly. They drift: a standard nobody wrote down, a process that was designed for a company half this size, a number in the board deck that three people compute three different ways. These are the four calls we get most, and they arrive from every industry.

"Every dashboard is green and the business still feels broken."

The measures track whether people followed the process, not whether the work came out right. Only one of those is the business.

"We put AI into the workflow and nobody owns the output."

The model answers to a prompt, the people answer to a scorecard, and nobody reconciled the two. The handoff is where it shows.

"We have grown past the point where I can see it all myself."

The founder's own judgment was the operating system. It stopped scaling two years ago and nothing replaced it.

Who we work with

A twelve-person family business and a thousand-person division fail in the same places.

Stage does not change the diagnosis. It changes how much structure the operation can absorb before the structure becomes the problem.

Family run and owner led

The operation is held in a few people's heads.

It works until someone retires or the owner wants a month off. We write down what they know and build the lightest structure that survives their absence. No corporate process bolted onto a twelve-person company.

Zero to one

There is no operation yet, and the founder is it.

The risk here is too much process, not too little: a system built for the company you hope to be, ripped out eighteen months later. We tell you which parts to leave undone on purpose.

Transformation at scale

The operation works, at a cost nobody has fully counted.

A new market, a merger, an AI program, a cost line that will not hold. The failure is rarely the plan. It is month four, when the plan meets the people who must run it alongside their actual jobs. We work through the leads who will own it after we go.

Engagements

Four ways in. Fixed scope, named deliverables, a date it ends.

Most start with the read, because sequencing the work is worth more than starting it. If you already know the gap, skip to the sprint.

2 weeks Fixed fee

The operating read

From €9,500Credited in full against a fix sprint if you go on to one.

For: leaders who inherited an operation, or founders who never had one assessed.

Two weeks inside the operation: we watch the work happen, pull the numbers your systems already hold, and talk to the people doing it. Most operations have three functions that work, two improvised, and two nobody owns.

What you get

Seven functions scored and ranked, with the evidence behind each.
The three gaps costing you most, arithmetic shown.
A sequenced plan, and a recorded walkthrough with your leads.

6 to 8 weeks One function

Fix sprint

Fixed fee, quoted after the call.

For: teams who already know which function is broken and need hands, not advice.

One function rebuilt end to end: quality, process, planning, measurement, or knowledge. Not a recommendation to build it. The built thing, in your systems, run under supervision before we step out.

What you get

The written standard, in language people and machines both answer to.
Scorecard, sampling plan, and the ritual that keeps it honest.
Built in the systems you already pay for, plus two supervised cycles.

Ongoing 2 to 4 days a month

Fractional operations leadership

Fixed fee, quoted after the call.

For: companies needing the ops role before they can justify the salary.

The operating cadence, run alongside your team on a fixed number of days a month. Same operator every month, in your Slack and your reviews. The point is to make the role hireable, not to keep the seat.

What you get

The weekly signal review and monthly quality session, chaired until your leads can.
Headcount, ramp, and capacity planning that survives the forecast.
The board slide, written from the operation rather than around it.

8 to 12 weeks Human and machine

AI in the workflow

Fixed fee, quoted after the call.

For: teams putting AI into an operation, or recovering from one that went in blind.

An AI agent is a new hire with no manager. We scope what it holds and what it hands back, write the standard people and models both answer to, and put machine quality on the same axis as human quality. The bar: 70% automated, satisfaction above 90%.

What you get

A scope with explicit hand-back rules, written against the real work.
One standard across both lanes, whoever produced the output.
Quality measurement on the machine lane, and the handoff repaired.

Not sure which one you need? That is what the call is for. Most operations do not need the engagement they came asking for.

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The toolkit

Generalists first. Specialists when the problem earns one.

The problem is rarely the one named in the brief, so we start general. Once the read says what it actually is, we bring the specialty it needs. None of these are sold on their own.

Process design
Quality systems
Measurement and reporting
Capacity and workforce planning
Knowledge and enablement
AI and automation
Vendor and outsourced partners
Operating cadence
Scale and integration

Method

Read it, sequence it, build it, hand it over.

The read is skipped most often and needed most. The handover is skipped because it ends the contract.

Step one

Read

The work, the numbers, the people doing it. We score what the operation does today, not what the process document claims.

Step two

Sequence

Functions depend on each other. Fixing improvement before measurement wastes a quarter. We order the work so each fix holds the next one up.

Step three

Build

In your systems, with your team in the room. Standard, scorecard, ritual, docs, dashboard. Built once, run twice under supervision.

Step four

Hand over

Your leads run it while we watch and correct. Then we leave.

How we work

Five rules we hold to, including the ones that cost us revenue.

We work in your systems

Your ERP, service desk, planning sheets, BI stack. We do not arrive with a platform to sell, and we do not leave you dependent on a spreadsheet only we understand.

Nothing ships your team cannot run

If a system needs us in the room every week, it is not built. The handover is a deliverable with a date on it.

Fixed scope, fixed fee

Deliverables and price known before we start. No hourly drift, no change orders for work we should have scoped.

One operator, no pyramid

The person on your intro call is the person doing the work. Nobody senior sells it and hands it to a junior on Monday.

We say no

If we cannot move the problem, or the mandate to fix it is not there, we say so on the first call and point you somewhere better.

Questions

The ones that come up on every first call.

What does it cost?

The operating read starts at €9,500, and we credit it in full against a fix sprint if you go on to one. Everything else is a fixed fee quoted after a 30-minute call and a look at the operation. Scope and number in writing before anything begins, and the number does not move once it is agreed.

You have never worked in our industry. Is that a problem?

Usually the point. Your team holds the domain knowledge already, in more depth than any consultant acquires in a quarter. What is missing is someone who has seen this failure in six other places and knows which fix holds. We learn your vocabulary, your regulator, and your constraints in week one.

How much of my team's time does this take?

For the read: read-only system access, four or five 45-minute interviews, and a 90-minute walkthrough at the end. For a sprint: a named lead for about half a day a week. If nobody has any time, that is a finding rather than a blocker.

What stops this falling apart the month after you leave?

The handover is scoped work with a date on it, not the last afternoon. Your leads run the system for two full cycles while we watch and correct, from a runbook they own. If it needs us in the room to keep working, we built the wrong thing, and we would rather find that out while we are still being paid to fix it.

What if you look at our operation and it is fine?

Then the read says so, in writing, and we do not sell you a sprint. That has happened. A read confirming the operation is sound is worth the fee to whoever defends the budget.

Start with 30 minutes.

You describe the operation and what is hurting. We tell you whether this is work we can move, and what it would take. If we are not the right people, we will say that on the call.

Book an intro call Or email us directly

On the call

What the operation does, how it is measured, and the thing you would fix tomorrow if you had time.

After the call

A written scope and a fixed number within two business days, or a straight no with a reason.

No obligation

No follow-up sequence, no drip. If the timing is wrong we leave you alone until it is not.