Process design
Follow a real piece of work. Remove unnecessary steps and agree how the exceptions should be handled.
RevOps & Operations ConsultingBuild the operations
Build the operations
your next stage of
growth needs.
Make room for growth by improving the work behind it. We help you redesign processes, connect systems, and give each handoff a clear owner.
Sales and onboarding. Delivery and finance. People and internal operations.
One process or a broader change. We scope the work around your priorities.
Connected work · 01
An inquiry needs an account and an owner.
Agree qualification, capture required data, and route inquiries without overwriting existing account ownership.
Bring: lead sources, stage definitions, routing rules, and sales owners.
Next handoff: approved scope and customer details reach onboarding.
What we work toward
- Capacity to grow
- Less repetitive work
- Clearer handoffs
- Lower operating costs
Find your starting pointWhere is work
Where is work
getting stuck?
Select a familiar problem. See what we’d investigate and where the work could begin.
Trace the work per new customer.
Look at repeated setup, approvals, and data entry. Establish task time and exceptions before choosing an automation.
Explore this part of the work ↗A starting point for discussion, not a diagnosis.Operational transformationA better process.
A better process.
A working change.
When a signed engagement reaches delivery without an approved scope or a realistic start date, the team needs more than another notification: it needs an agreed handoff, an accountable owner, and a system that carries the right information forward.
We work through those decisions with your team, then implement and test the changes.
Measure the difference
Agree what improvement means.
Establish the task time, waiting, rework, exceptions, throughput, and operating cost before changing the process. Then compare equivalent work after launch.
Time released creates capacity. Cash savings require a change in spending. Include the cost of software and ongoing support when assessing the result.
Clear ownership
Define what makes a handoff ready, who accepts it, and who can resolve a blocked decision before work moves on.
Systems and data
Configure the tools around those decisions. Connect the records and check that the reporting reflects the process.
Adoption
Test with the people doing the work. Give them practical instructions for the incomplete request or failed connection, as well as the ordinary task.
Ongoing management
Name the owners of the process, data, and support queue. Review exceptions and keep an agreed backlog of improvements.
The operating context mattersBuilt around
Built around
your kind of work.
Explore examples across recruiting, consulting, agencies, and other B2B services. Each has different records, approval rules, and delivery constraints.
Illustrative operating scenario
From job intake to placement and billing.
- 01Agree job requirements
- 02Maintain candidate relationships
- 03Review placement terms
- 04Prepare the fee handoff
Duplicate candidates, unclear recruiter ownership, and disconnected placement and invoice records make the process hard to review.
Scope: record rules, job stages, ownership, and fee reconciliation. Requires placement definitions, sample records, and finance agreement.
Explore the relevant service or example ↗These are illustrative scenarios. We confirm the requirements and relevant experience for your setting before agreeing an engagement.
From decisions to deliverySix ways to move
Six ways to move
the work forward.
Start with one workstream or combine several. We agree the definitions first, then sequence the changes around their dependencies.
01
CRM implementationBuild around the work your team actually does.
02Data cleanupFix the records. Then fix how they get that way.
03Data migrationMove the relationships, not just the rows.
04Platform enhancementsMake the existing system easier to operate.
05Flows and automationsGive every branch a next step and an owner.
06Reporting and data visualizationA useful number has a definition and a source.
When it helps
You’re introducing a CRM, replacing one, or trying to make a rollout usable. A platform purchase leaves a lot undecided: what counts as a qualified opportunity, who owns it, and what delivery needs when it closes.
What the work includes
Discover how work moves through the business, then design lifecycle stages and sales pipelines. Define objects, fields, permissions, integrations, and acceptance criteria before configuration. Plan user acceptance testing (UAT), role-based training, adoption checks, and a named launch owner.
This workstream connects the CRM to the wider operating model. The implementation page explains rollout responsibilities, migration readiness, acceptance, and launch in more detail.
Explore CRM rollout and launch delivery- Owner
- Process owner
- Input
- Current tasks and representative records
- Deliverable
- Lifecycle and pipeline definitions
- Acceptance gate
- Owners approve stages and handoffs.
- What you receive
- A process blueprint, data dictionary, permission matrix, configured CRM, integration specification, UAT record, and launch checklist.
- What we need from your team
- Before scheduling a launch, bring together the process owners who can approve stages and responsibilities, the administrator who controls platform access, and users who can test representative records against the tasks they’ll need to complete on their first day in the system.
- Handover and ownership
- Administrator notes, training, open issues, and a plan for switching users to the live system. Name the support owner. During stabilization, review whether users can complete daily work without parallel spreadsheets, identify tasks that still need assistance, and agree whether each issue is a defect in the delivered scope, a training need, or a new requirement.
When it helps
A recruiter finds the same contact twice. Teams use different labels for the same agreed stage, so reports split one group into several. Missing owners mean nobody picks up the next task.
What the work includes
Profile duplicates and completeness, agree authoritative fields, normalize values, and validate relationships. Separate safe updates from ambiguous matches that need human review. Set ownership, required-field rules, and import controls to prevent recurrence.
Cleanup can be a focused project. A migration isn’t required to improve the records you already use.
Read the CRM data quality playbookBefore · two records
- Record
- C-101 / C-102
- PERSON@EXAMPLE.COM / person@example.com
- Stage
- in progress / Active
- Owner
- Unassigned / Team A
After · reviewed survivor
- Record
- C-101 · C-102 retained in merge log
- person@example.com
- Stage
- Active
- Owner
- Team A · approved assignment
Email match: C-101 and C-102 share a verified email. A reviewer confirms identity before selecting the surviving record.
C-103 has a similar name but no verified match. It stays separate in “Needs review.”
- What you receive
- A data-quality profile, approved matching and merge rules, normalized records, an exception queue, and a change log. For each merged contact, the log identifies the surviving record, the source of conflicting values, who approved the decision, and how related activities were preserved so an administrator can investigate a later question without reconstructing the original export. Uncertain matches stay separate.
- What we need from your team
- Representative exports, a recoverable backup, field definitions, and a person authorized to resolve conflicts. Similar names alone aren’t enough to merge records.
- Handover and ownership
- An unresolved-record list, documented validation rules, and scheduled completeness and duplicate checks assigned to an owner.
When it helps
You’re replacing a platform or combining disconnected systems. Contacts need their companies, opportunities need their owners, and historical records need to remain explainable.
What the work includes
Inventory source systems and exports. Map fields, transformations, external IDs, and import order. Run trial imports, reconcile counts and values, investigate rejected records, and rehearse cutover. Plan rollback triggers and the treatment of writes made after launch.
A successful import message isn’t acceptance. Confirm required relationships and reconcile source records before users rely on the destination.
Explore the migration worked exampleSourcePERSON-18 → ORG-07
TransformationFind the parent company in the old-to-new ID lookup
DestinationCONTACT-318 → ACCOUNT-207
Contact still belongs to the correct company.
- Trial import
- Counts + values + relationships
- Approve cutover or stop
Agree when updates pause or how a final import captures changes. Set rollback triggers and a recovery plan for records changed after launch.
- What you receive
- A source inventory, field-mapping workbook, old-to-new record ID lookup, trial-import evidence, and reconciliation report. A cutover and rollback runbook sets out how to switch systems and when to stop or return to the original.
- What we need from your team
- Export and destination access, an approved data model, backup and restore options, and retention requirements. Agree whether users must pause updates or whether a final import will capture changes made during the transition.
- Handover and ownership
- Import logs, unresolved exceptions, source-to-destination checks, and acceptance sign-off. If users continue entering records during the transition, the runbook explains how those changes reach the destination, who checks them, and how they would be recovered if the team has to return to the original system after launch.
When it helps
The platform still fits, but the setup doesn’t. A consultant sees dozens of irrelevant fields while the delivery owner and approved scope are buried elsewhere.
What the work includes
Review layouts, data models, permissions, integrations, and everyday workflows. Use native configuration when it supports the requirement. Scope development when a tested gap in business logic, integration, or user experience justifies code and its ongoing maintenance.
Check the platform’s current plan and native features first. A dedicated interface or client portal can be a separate application scope when the existing platform cannot support the people or tasks involved.
See the RecruitCRM serviceSynthetic opportunity · ENG-014 Delivery view
Ready for kickoff review
- Approved scope
- Version 3 · linked agreement
- Delivery owner
- Delivery lead · accepted
- Capacity
- Pending scheduling approval
- Next action
- Confirm start date before creating project
Configuration: role-specific layout, required fields, and approval status. Development only if needed: a project-system connection that native tools cannot support. Check plan, API access, and maintenance first.
- What you receive
- A prioritized change backlog, configuration specification, improved layouts and workflows, regression scenarios, and a release record.
- What we need from your team
- Administrator access, role definitions, an integration inventory, and a safe way to test changes. Ask a delivery lead to demonstrate how they find the signed scope, check capacity, and accept an engagement, including the messages or spreadsheets they use alongside the CRM when a field or approval is missing from the record.
- Handover and ownership
- Configuration notes, code and operating instructions where commissioned, acceptance evidence, known limits, and a maintenance owner.
When it helps
Leads wait for assignment, approvals stall, or sales marks an engagement won without telling delivery. Repeated notifications don’t resolve unclear ownership.
What the work includes
Define lead-routing rules, approvals, lifecycle updates, handoffs, and notifications. Test missing data, duplicate events, conflicting ownership, and downstream failures. Add human review where judgment is needed, with monitoring and controlled retries.
Fix an unclear process before automating it. Cross-system delivery can include native connectors or a scoped n8n workflow.
Explore workflow automation and integrations Explore n8n implementation supportInquiry → Required data?
Missing → Human reviewComplete → Account match?
Existing → Keep ownerNew → Routing rule
Failed action → Alert + controlled retry
- Inquiry received
- Required data complete
- Existing account matched
- Keep account owner
- Create follow-up and notify owner
Owner retained. The lifecycle update is logged.
- What you receive
- A rule table, configured or developed flows, exception paths, acceptance scenarios, alerts, and a recovery runbook. Failed handoffs retain the source event, attempted action, and destination response. A timeout doesn’t prove the action failed; check for completion before retrying.
- What we need from your team
- Reliable triggers, system access, approved ownership and approval rules, downstream availability, and someone responsible for the exception queue.
- Handover and ownership
- Workflow documentation, monitoring access, alert recipients, and instructions for pausing or replaying work without repeating the business action.
When it helps
The operating review starts with a debate about whose spreadsheet is right. Sales needs pipeline and forecasts, delivery needs capacity, and finance needs figures it can trace.
What the work includes
Agree measures, source data, reporting periods, historical snapshots, and validation before designing charts. Cover pipeline, forecast assumptions, cohort conversion, delivery and capacity, and relevant revenue measures. Reconcile calculations to source records and agree the review cadence.
Try native reporting first. Keep bookings, billings, and cash separate, with their own source events and dates. Recognized revenue needs a separate finance-approved accounting policy.
Explore the revenue reporting worked example Native reports or a separate data model?Open pipeline is the sum of opportunity values at the period-end snapshot. Weighted forecast applies each opportunity’s scenario probability to its value. This example includes all open opportunities; a forecast for a specific month also needs an expected-close-date filter.
Illustrative source families: CRM opportunities, delivery plans, contracts, invoices, and payment records. USD only; calendar months in UTC. Pipeline snapshot: January 31, 2026. Conversion cutoff: July 31, 2026.
Inspect source rows and validation
| Source reference | Open value | Probability | Weighted |
|---|---|---|---|
| SYN-01 | $18,000 | 50% | $9,000 |
| SYN-02 | $10,000 | 30% | $3,000 |
Validation: two unique fixture references in this period; all displayed inputs are present. Totals are calculated from these rows. Percentages use summed numerators and denominators, not averaged percentages.
In delivery, reconcile each extract to its system of record, preserve event IDs and history, and route missing or conflicting values to review. These sample checks do not validate a live system.
Review cadence: weekly pipeline and capacity decisions; monthly finance reconciliation with the measure owners.
- What you receive
- A metric dictionary, source map, quality checks, validated calculations, and focused dashboards. Data pipelines, warehouse models, and dashboard development are scoped deliverables when the requirements call for them. A new application isn’t required.
- What we need from your team
- Definition owners, source access, historical coverage, refresh requirements, and finance-approved policies. Before comparing conversion between recruiting desks or sales teams, agree when a record enters the group, how long it has had to progress, which stage changes count, and how reopened or duplicate records affect the number of opportunities being measured. Current records can’t recreate missing history.
- Handover and ownership
- Definitions, calculation logic, source-to-report documentation, reconciliation checks, and refresh and support owners. In the operating review, trace unexpected changes to source records before deciding what to do. Assign the action to someone who can resolve it.
Working togetherA defined scope.
A defined scope.
An owner at each step.
A clear requirement can move straight to design. When the causes or priorities are uncertain, start with discovery.
Observe real tasks and trace representative records across teams.
Output: process map and baseline. Your process owners confirm the problem and missing evidence.
Operational review
Find the right starting point.A process map, baseline, and prioritized plan. Agree the review boundary and access before work begins.
Defined improvement project
Deliver an agreed change.Written deliverables and acceptance criteria, followed by implementation, user training, and handover.
Ongoing operational support
Keep improvements moving.An agreed backlog, delivery capacity, and review cadence, with explicit support responsibilities.
See the decisions in contextExamples you can
Examples you can
work through.
Proposed designs with the records, rules, and tradeoffs explained. These are worked examples, not customer result claims.
From signed scope to billing
Follow the approvals and source records behind a consulting delivery handoff.
Prove the migration
Inspect import order, reconciliation, and the conditions for cutover.
Three numbers, three questions
Understand why bookings, invoice activity, and cash receipts differ.
Before we beginQuestions about
Questions about
the engagement.
Can you help with operations beyond sales and CRM?
Yes. We can scope work across onboarding, service delivery, finance workflows, people operations, and internal administration as well as revenue operations. We confirm the requirements and relevant experience for your industry before agreeing the work. Your authorized owners retain specialist and regulated decisions.
Can we start with one department or process?
Yes. A defined problem can become a focused improvement project. When causes span teams or the priorities are unclear, start with an operational review. Discovery, implementation, and ongoing support have explicit scopes.
Do we have to replace our existing systems?
No. We check configuration, native reporting, and integration options first. Keep a tool that supports the process. Development or a platform change should address a specific gap worth maintaining.
How do you assess time and cost savings?
Establish a baseline for task time, waiting, rework, exceptions, and operating cost. Agree how to compare the same process after the change. Time released creates capacity; it only becomes a cash saving if spending actually changes. We don’t promise a savings figure before examining the work.
Can you build dashboards without building an application?
Yes. Reporting foundations, data pipelines, and focused dashboards can be standalone deliverables. We agree definitions, sources, historical coverage, and validation first, then check whether native reports answer the question.
What if historical data is missing?
We identify what the source retains, what can be recovered, and what cannot be established. New snapshots can preserve future states. We won’t present reconstructed assumptions as observed history.
What does our team need to contribute?
Access to the systems and sample records, people who understand the work, and owners who can approve decisions. Users need time for acceptance testing and training. Those dependencies belong in the schedule.
Who owns the processes and systems after launch?
Your team receives the agreed documentation, configuration, and custom code, subject to third-party licenses. We name process, data, and support owners during delivery. Stabilization and ongoing support are agreed explicitly rather than assumed.
Explore the delivery scopeThe next level
The next level
of detail.
Use the implementation and specialist pages when you already know which part of the operation needs attention.
Need a dedicated interface or client portal? Custom Apps & Web Development covers that separate application scope.
Start with the workWhat is your business
Discuss your operationsWhat is your business
working around?
Tell us which process gets stuck, the teams and tools involved, and what you want to change. We’ll help identify a practical starting point.