Business process automation consulting
For businesses already taking on clients.
You are sending the same emails every week and chasing the same handoffs by hand, and the work only happens when you remember it. The tools you pay for do not talk to each other, so you are the integration.
What you get
- A map of how work actually moves through your business, drawn from what happens rather than from the handbook
- A ranked list of what to automate, scored by the hours it costs you, how error-prone it is, and how hard it is to build
- An explicit delete list: the steps that should stop existing rather than get automated
- The build itself, if you want it: intake, booking, contracts and follow-up automated end to end
- Error alerts, so a failure reaches you before it reaches a client
- Fixed scope and price, agreed before anything is built
Process map and ranked plan in 10 working days
From the kickoff call, not from a later start date. Questions on the document answered within 2 business days. A follow-up review after you implement, on request, with no time limit.
How it runs
- Day 1One call, ninety minutesI ask you to walk me through a real recent job from first inquiry to final invoice, step by step. Not the ideal version, the last actual one.
- Days 2 to 5I watch the systemAccess to whatever holds the work: inbox, CRM, spreadsheets, project tool, calendar. I count real volumes instead of asking you to estimate them, because estimates of your own admin time are wrong in a predictable direction.
- Days 6 to 9The map and the rankingEvery candidate step scored by what it costs you and what it takes to build. This is where the delete list usually gets long.
- Day 10Delivery and a walkthroughYou get the document plus a call to argue with it. Disagreement here is useful, it is usually where I learn a constraint you did not think to mention.
- After, optionalThe buildQuoted separately once the plan exists, and only if you want it. Individual workflows usually go live in one to three weeks each, and simple ones in days.
Most automation projects fail before a single tool is bought. They fail at the step where somebody decided what to automate.
I am hired to make that decision properly. I map how work actually moves through your business, then tell you which steps to automate, which to delete outright, and in what order, so you spend money on the ones that pay back first.
Why automation projects fail
The wrong thing got automated. Automating a process nobody wrote down does not fix it. The automation faithfully reproduces every bad decision inside it, faster, at scale, and now harder to change. The most valuable hour of any automation project is the one spent deciding what not to touch.
A step got automated that should have been deleted. A surprising share of what people ask me to automate should not exist at all. A report nobody reads. An approval nobody has ever refused. A form that re-collects information you already hold. Deleting a step is instant, free and permanent. Automating it is none of those.
The tool was chosen before the problem was understood. Somebody buys a platform, then looks for work to put in it, and adding a platform to solve a problem your existing platform could solve is a cost you carry every month forever.
Nobody owned it after launch. An automation that silently stops is worse than no automation, because everyone assumes it is still running. Whatever gets built needs a way to say when it breaks.
Turnaround, stated
| Stage | Delivered in |
|---|---|
| Process map and ranked plan | 10 working days from the kickoff call |
| Answers to questions on the document | 2 business days |
| Follow-up review after you implement | On request, no time limit |
The plan is a standalone deliverable. It is written so your own developer, or anyone else, can build from it. If you want me to build it, that is quoted separately after the plan exists, and you are under no obligation to buy it.
One example, mine
The most recent automation I built was for my own business, and it is a fair sample of the size of thing that actually matters. Someone books a call. Cal.com fires a webhook, a route on this site verifies it and translates it, and a notification lands in a channel on my phone with the name, email, time and type of call. Forty lines of code. No subscription. No new platform.
The alternative I was quoted by two automation platforms was a monthly fee for something that did the same job through a visual builder. That is the recommendation I would have made to a client, and it is the one I made to myself.
For a larger example, matted.co.uk had manual inquiry handling replaced with structured intake and routing during a rebuild. Search Console impressions on that site went from 0 to 98,400 in three months, though that number belongs to the rebuild rather than to the automation.
What I will not tell you
I will not quote you an hours-saved number before I have seen your process. That figure used to be on this page, attached to no client and no measurement, and it has been removed. Anyone who gives you one before looking at your workflow has made it up, and the number is doing sales work rather than describing anything.
What I will do is tell you, after the mapping, which specific steps can go and roughly what each one is costing you now. That is a smaller claim and a checkable one.
What this is not
This is not marketing automation. No email sequences, no ad funnels, no lead nurture campaigns. I work on the operational side: how a job moves from first contact to paid invoice.
This is not a software sale. I do not resell automation platforms and I take no commission from any of them.
This is not enterprise process re-engineering. If you have a compliance department and a change advisory board, I am the wrong size of help.