An operations audit that names the constraint
Two weeks watching where your week really goes, then the one fix to start on Monday.
A written diagnosis of where operating time and money go, delivered as findings with numbers. It measures the week, maps the handoffs on the processes carrying the most volume, and names the first move you can start on Monday.
Work it out in a minute
Eighteen questions across six areas. Names the one weakness holding the others in place, and the first ninety days in order.
Nine questions across revenue, capacity and control. Shows which of the three is costing you most, and where to start.
What the engagement includes
Revenue leaks, found
Missed opportunities, weak follow-up, and unused data, traced back to the exact process that drops them.
Capacity, recovered
Repetitive work, manual steps, and poor handoffs measured in hours, then redesigned, automated, or removed.
Visibility and control
Fragmented information, systems, and ownership pulled into one picture leadership can steer by.
The right fix, in order
Some work should stay human, some needs redesign before any tool touches it, some is ready to automate.
What an operations audit finds
An operations audit is a measured week, not an opinion. We watch how work moves through the business, time every handoff, and come back with the one thing holding the others in place. Most companies already suspect what it is. What they do not have is the number next to it.
What an operations audit looks at
Where work waits rather than where work happens. The queue between two people, the approval that sits in an inbox, the same information typed into a second system, the report assembled by hand every Monday. Time spent working is rarely the problem. Time spent waiting almost always is.
What to fix first, and why it is rarely the loudest thing
The step people complain about is usually a symptom of one upstream of it. A sales problem is often a follow up problem. A hiring problem is often a handoff problem. We rank what we find by hours returned rather than by how often it comes up in the meeting, and the first move is normally cheaper than expected.
When it is worth running one
When the team feels underwater and nobody can say which part. When the instinct is to hire or buy software and no one has measured whether either would help. When a business has grown enough that the way work moves was never designed, only inherited.
What you get at the end
Working in a consultancy or an agency? What this looks like for professional services firms.
What a measurement week involves
A week of watching the business run, not a week of interviews about how it is supposed to run. The gap between the two is where the time is.
If the assessment names the books, accounting and bookkeeping is the service that takes them on. If the assessment names the books, catch up or start fresh is the decision that follows. If it names an undocumented process, document it or automate it is the next step. The fixes that follow are run as project management.
If you want a read before you speak to anyone, the business health check asks eighteen of the same questions and returns the answer in about five minutes.
An assessment is the long version of what the tools on this site do in a minute each. Running two or three of them first makes the assessment shorter and the first call far more specific.
How it runs
Diagnose, build, run.
How engagements are set up
Scope is agreed before anything starts. Most assessments continue straight into the build with the same people.
- Scope
- Agreed before work starts
- First call
- 20 minutes
- Reply time
- 1 business day
Questions we get
Is this a consulting report or actual work?
The assessment produces a document because you need something to decide from, and the document is the smallest part of it. What matters is the measurement underneath and the order of work it produces.
Do we need to be ready for AI?
No, and arriving convinced you need it is usually a sign to slow down. The measurement establishes whether AI is the right tool for anything in your business, and frequently the answer for the biggest item is a process fix rather than a model.
What size company is this for?
Most often companies past the point where a founder can hold everything personally but before a real operations function exists, so roughly ten to a couple of hundred people.
How much time does it take from our team?
A few hours across the week, spread across the people doing the work rather than landing on one person. The logging itself is designed to take seconds per entry, because anything heavier gets abandoned partway through.
More questions? Browse every answer in one place
Where is your business leaking? A 60-second check
Five questions, about a minute to see the result. Answer ; the point is the diagnosis, not the score.
Sends your answers into the form below. We reply within one business day with what we would check first.
Shaheer leads the work, with engineers, writers, filers and analysts behind him. C-suite operations for a San Francisco AI company, Six Sigma on the process side, Anthropic certified on the Model Context Protocol, ten years across eight industries. See what we have built