Operations
Process, accountability, cadence
For teams that leave meetings aligned — and still depend on heroics to ship the week.
Trigger situations
- 01Handoffs between sales, delivery, and finance create silent delays.
- 02Roles exist on paper; outcomes still chase the most senior person in the room.
- 03Weekly meetings report status but do not change work in progress.
- 04Scale exposed informal processes that only worked at founder size.
Questions the engagement answers
- Where does work actually stall — not where people assume?
- Who owns the outcome after a decision is made?
- What cadence carries execution between meetings?
- Which process should be redesigned first for leverage?
Related diagnostic symptoms
- Handoffs create rework or silent delays
- Ownership unclear after decisions
- Cadence exists; execution still needs heroics
First 30-day sequence
- Days 1–10Map one critical workflow end-to-end with the people who run it.
- Days 11–20Draft ownership table and test a weekly operating rhythm.
- Days 21–30Illustrative pack: process map, RACI-style ownership, cadence board.
Illustrative
Example deliverables
- Process map for one critical workflow
- Ownership / accountability table
- Weekly operating cadence draft
- Escalation rules for stuck work
Client inputs required
- Access to operators on the chosen workflow
- Current meeting cadence and agendas
- Known failure points leadership already sees
- Willingness to name owners in writing
Explicitly out of scope
- Full ERP or software implementation
- HR restructuring or redundancy programmes
- ISO certification projects
- Guaranteed throughput or cost-cut percentages