Business Operations
Operations that keep up with your growth.
When companies call us
What worked at one size breaks at the next.
Growth is outrunning the systems.
Quoting, contracts, renewals and reporting run on workarounds and spreadsheets, and the numbers do not reconcile.
Everyone asks, no one decides.
Requests for systems and data pile up with no single intake, no agreed priorities and no owner, so the loudest ask wins.
The org chart no longer fits.
Operations, business systems and IT have overlapping jobs, unclear handoffs, and too much depending on a few people. AI is speeding this up, changing which roles you need and how work moves between them.
41%
growth in the number of apps at mid-sized companies in a single year, from 116 to 164.
56%
of the apps companies run have been approved by IT. The rest arrived on their own.
What we do
The work behind revenue, customers and G&A.
- 01
Operating model and roles
How operations, business systems and IT are organized: team design, roles, responsibilities and job descriptions, sized for the company you are becoming. - 02
Revenue and customer operations
Customer journey mapping from first touch to renewal, then the processes behind it: pipeline, quote-to-cash, CPQ, contracts and renewals. Fixed at the process level first, then in the systems. - 03
Using technology to scale
Getting more from your CRM, CPQ, ERP and support systems: what each should do, what to keep, consolidate or retire, and how they connect so growth does not mean more headcount. - 04
Intake and prioritization
One front door for business technology requests, clear decision rights, and a lane for quick asks so they stop derailing larger work. - 05
Data ownership and definitions
Who owns customer, product and revenue data, and one set of definitions so every report tells the same story. - 06
G&A systems and service
Finance, people and IT operations that run reliably: service levels, internal IT service, and vendor and renewal management.
Redesign before you automate.
Putting AI on top of today’s process mostly scales today’s problems: the same mistakes, made more often and in more places. Most processes were designed around the handoffs, approvals and workarounds of an earlier way of working.
We start with people, roles, processes and the business problem. We simplify the work and redesign it for what AI now makes possible, then automate what is left. Tools and systems come second.
Recent work
What this looks like in practice.
Quote-to-cash
Data intelligence company
Reviewed the quote-to-order process, then rebuilt contract amendments and renewals in the quoting system, so ARR is calculated there with an audit trail instead of rebuilt by hand.
Read the storyInterim CIO · AI Operations
Cybersecurity software company
$300M+ ARR
Interim CIO after a restructuring: repositioned business technology around internal service, and put AI requests, administration and spend under one accountable owner.
Read the storyFractional advisory
Healthcare technology company
Fractional engagement: a capability map and plan for where to invest, an intake and prioritization model, and shared data definitions.
Read the storyAutomation
Professional services firm
Automated project setup from estimator spreadsheets, cutting a one to two hour task to under a minute.
Read the story
How we engage.
Scoped engagement
A defined time, scope and fee, from working out where to start through to the result. We own the result. Your team owns the decisions and the systems, and we sign off on the work together.
Fractional or interim leadership
Ongoing, typically 20 to 25 hours a week. We hold the seat or work alongside your leaders, and plan the transition from the start.
The other side: AI Operations.
AI now runs through the same systems and teams. We help you own it, focus it, and make sure it pays off.
Need someone in the seat rather than a project? See fractional leadership.
Let’s talk about where you are.
Start with a 30-minute conversation. You will leave with a view of where we would begin, and whether we are the right fit.