Business practice
Process and workflow.
The work your support, CS and implementation teams do every day, made visible, made simple, and made to run the same way twice. We run process improvement for SaaS operations teams one workflow at a time, measured against a baseline, so whatever it saves is a number you can check.
A process problem almost never looks like one. It looks like a people problem, a tool problem, or a busy quarter that never ends.
Most SaaS teams don't have broken processes. They have invisible ones. Tickets get resolved, renewals get prepped and implementations go live because specific people remember how, and the cost of that stays hidden until one of them is out for a week. What isn't written down can't be delegated, measured, improved, or walked through for a SOC 2 auditor.
The fix isn't a wiki full of procedures nobody reads. It's a small set of written, owned, measured workflows covering the work that actually drives your cost to serve: escalations, the sales-to-CS handoff, implementation kickoff, renewal prep. We build that set with your team, in their words, starting with the one workflow where the pain is largest.
The approach
Three words we work by.
Measure.
Before anything changes, the current state gets a number. Handle time by ticket type, touches per escalation, days from signed contract to kickoff. Measured, not estimated, because improvement claimed against a guess is a story, and improvement claimed against a baseline is a result.
Simplify.
The first draft of every fix is subtraction. Steps that exist because they always have, approvals that approve nothing, a ticket field nobody reads, two tools doing one job. Automation comes after simplification, never before, because automating a bad process just produces bad outcomes faster.
Install.
A fix isn't done when it works. It's done when it runs without us: written in a procedure your team drafted in their own words, assigned to a named owner, and reviewed on a cadence that catches drift before it becomes the new normal.
The work
Four workstreams, in sequence.
Workflow mapping
Your highest-cost workflow, whether that's escalation, the sales-to-CS handoff or implementation kickoff, documented as it actually happens, including the workarounds nobody mentions in standup. The map comes from watching the work and short interviews, then gets confirmed by the people who live in it.
Cost baseline
The mapped workflow gets its price tag: time consumed, reopen and rework rates, and where the hours pile up. This baseline is what every later claim of improvement is measured against, ours included.
Redesign and build
The future state, designed with the people who'll run it. Steps removed, handoffs collapsed, and the one change most worth making built and put live, whether that's a rewritten procedure, a configuration change in the help desk or CRM you already own, or a small automation once the steps are simple enough to deserve one.
Procedure and cadence
The workflow written into a clear, tiered procedure, an owner named, and a review rhythm set. This is the workstream that makes the other three permanent instead of memorable.
Related reading.
All insights
Operations
The two-person dependency test
Every SaaS company has them. Two people, sometimes one, who hold a process together through memory and habit. They're usually excellent, they're usually loyal, and they're usually the reason nobody has ever needed to write the process down.
Retention
The six questions that find churn before it finds you
Churn in a SaaS company almost never looks like a decision. It looks like a slow drop in contact, a QBR that keeps getting rescheduled, a champion who stops replying, and then a non-renewal notice that arrives as a surprise to everyone except the customer.
Questions
Asked before, answered plainly.
It's the normal starting point, and it's partly why the engagement exists. We don't need documentation to begin. We need access to the people doing the work. The documentation is an output of the engagement, not a prerequisite for it, and it gets written in your team's words rather than in consulting language.
A tool automates whatever process you feed it, including a bad one. We fix the process first, then decide honestly whether a tool is even needed. Often the fix is a configuration change in software you already pay for, like your help desk or CRM, or a few steps removed, and nothing gets bought at all.
Watching the work costs your team almost nothing, since watching work isn't interrupting it. The total ask is about four scheduled hours across the engagement. The redesign is built around the team's input, so adoption feels like relief from the old way, not a second job on top of the queue.
It's deliberately small in scope and deliberately large in proof, and it's the shape of the 30-Day Proof. One workflow, measurably improved, with the discipline installed to repeat the method, beats ten recommendations that stay recommendations. The ninety-day roadmap sequences everything else. The single fix is what makes the roadmap believable.
Because the engagement doesn't end at the fix. It ends at the structure around the fix: a written procedure, a named owner, a review cadence, a team session so the knowledge is shared, and sixty days of coverage if the fix breaks inside scope. Durability is designed in, not hoped for.