Method
Most operational reviews look at one department in isolation. Mine looks at the interaction between six things, because that’s usually where the real problem is hiding.
Throwing more people at a broken process just speeds up the mess. So does automating it before you understand what it’s actually doing.
Customer
Sale, onboarding, delivery, support, renewal and exit.
- Handoff failures between teams
- Cost-to-serve issues nobody has actually measured
People
Ownership, decision rights, capacity and capability.
- Key-person dependencies
- Human workarounds standing in for a real process
Process
The critical workflows that actually run the business.
- Manual intervention where a system should carry it
- Unclear ownership of the outcome
Technology and data
Systems, spreadsheets and how information actually moves.
- Duplicate data entry across systems
- Reporting nobody fully trusts
Money
The operational causes of avoidable cost, not the books themselves.
- Missed or delayed billing
- Lost expansion opportunity sitting in plain sight
Control
Whether leadership can actually see what's happening.
- Risk visibility before it becomes a crisis
- KPIs that measure outcomes, not just activity
The question that runs through everything
What happens if volume increases by 50%?
Across every one of the six areas, I test what would break, what would need disproportionate headcount, what would become the bottleneck, and what depends entirely on one person who might leave. That’s the difference between a process that works today and an operation that can actually scale.