Process & Operations

Process & Operations
From the commercial front edge to the operational core.

Process & Operations
Disciplines

Every organisation runs on a set of paths along which work moves: lead through to revenue, order through to delivery, request through to resolution, idea through to shipped feature.

At early stages these paths are largely implicit, carried in people's heads and worked out in the moment. As scale builds, the implicit becomes brittle. Things that worked at 50 people quietly stop working at 200.

1 Tracing the work

‘‘Operations leaders spend more than half their time on reactive work. The proactive design that would prevent it keeps getting postponed.’’

Tracing how things actually move through the organisation is where the work begins. Where a lead enters and what happens to it through every handoff until cash. How a customer request becomes a resolved ticket. What the path looks like from a product team's roadmap decision through to the support article that needs updating six months later. The official processes that get described in documents. The actual processes that people use to get things done.
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The focus is on end-to-end visibility, as most processes look fine when examined function by function. The break usually lives at the joins, where sales hands off to delivery, where customer success surfaces a product issue back to engineering, where finance reconciles what the CRM said against what actually shipped.
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Knowledge workers toggle between applications roughly 1,200 times a day, losing about four hours a week to reorientation. Around half of organisations claim to have revenue operations in place; about one in ten has reached real maturity. Requirements gaps cause more project failures than technical ones. Process maps describe the ideal flow. These patterns appear in the gap between that flow and how long the work actually takes.

Our work in practice

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Ongoing

Digital transformation in Medtech

04-03-2026

Enterprise information architecture

Ongoing

Salesforce transformation program

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‘‘Poor data quality costs the average enterprise around $13 million a year. The cost shows up in decisions made on the wrong information.’’

The redesigned end-to-end flow that emerges covers three motions. The lead-to-cash motion that crosses sales, marketing, and finance. The service motion that condenses the steps between request and resolution. The product motion that takes an idea through to a shipped, supported, billed feature with handoffs that preserve fidelity.

This redesign forces choices that often get deferred. Where ownership of the customer record sits, and what that implies for the systems around it. The difference between a process that's automated and one that's just been digitised. Which manual workarounds carry useful information, and which are compensating for a structural gap. The point is to surface trade-offs that have been quietly settled by default until now.

Running the redesigned processes takes ongoing work. They need owners, measurement, and the operational discipline to catch drift before it becomes the new normal. Around four in ten B2B software companies experience revenue leakage, money owed that simply never gets collected. Most of it comes from process gaps in billing and contract handling, not from technical failures. Part of the engagement is naming who's responsible for the seam, not just the segment.

2 Designing the flow

Most of our work runs on a five-stage model: growth analysis and planning at the start, then an extended programme across structures, processes, technology, and new ways of working. Process & Operations runs through every stage, with the densest work happening when the redesigned processes need to move from diagram to daily work.

‘‘The cost of poor quality can run up to 15% of revenue. It accumulates quietly, in rework, errors, and frustration that never gets logged.’’

Process work continues past the redesign launch, into the months when the new patterns either become how the organisation operates or quietly revert to the old ones. The new flow needs operators who can read it, owners who can defend it, and the rhythm to catch drift before it accumulates. Operating models that revert are usually lost to ownership gaps rather than design problems.

The first months after launch are mostly about making the new patterns sticky, because the cost of fixing a process issue ten steps downstream is roughly ten times what it costs to fix at the source. And a hundred times by the time it reaches the board dashboard. The rhythm of catching things early is what keeps the redesigned flow sustainable.

3 Holding the flow