About
The first call is thirty minutes and mostly questions. You leave it with every gap we found costed in dollars, whether or not you hire us. If you do, the first systems are running about a week later.
We want you to get to Friday and not be able to name the thing you dropped.
That is the only thing we measure against. Not headcount, not seats, not a dashboard nobody opens.
What an engagement looks like
No discovery phase you pay for, no strategy deck, no pilot that never ends.
Thirty minutes. Mostly us asking what goes wrong most often, what happens between a customer calling and somebody being dispatched, and where the same thing gets typed twice. Nothing to sign.
FreeWe follow the work from the moment it arrives to the moment you get paid, and put a dollar number on every gap, using your figures with the arithmetic shown.
Your numberWe start with whatever we can prove is costing the most. You see every message before it goes out, for as long as you want to. Builds start at $3,500.
Week oneA monthly retainer that scales with how much we are running for you. Month to month, thirty days' notice, and if you leave, the phone number we set up ports to you.
Month to monthWho you work with
No account manager, no handoff to a delivery team after you sign. Whoever walks your operation is whoever builds the systems, and is still the person who picks up when something needs changing in March.
Brandon
Operations and build
Production first, then operations. Every one of them was losing money somewhere nobody was looking. Not incompetence. Tuesday. The quote nobody chased because a truck broke down that morning.
Every time the gap turned up, somebody was already selling something adjacent to it. Nobody was selling the fix.
Andrea
Client strategy and brand
Runs a branding practice, which means years sat across the table from owners who are excellent at the thing they actually do and buried under everything bolted onto it.
Almost none of what buries them is the work. It is the admin about the work. That is the part that goes.
The part everyone worries about
Every conversation about handing work to a machine reaches the same moment, where the owner leans back and says some version of: so I lose control of my own business. Reasonable worry. Wrong one. Toyota runs one of the most automated lines on earth and still puts a cord within reach of every person standing at it.
The machine
Perfect ten thousand times. Blind to the wrong one.
The person
Bad at ten thousand. Very good at the one.
The cord
Toyota gave every worker one. Pull it, the line stops.
The machine does the repeating. You keep the authority. Before we build anything we ask one question about it: if this does the wrong thing on a Tuesday, how fast do you find out and how fast can you stop it? If the answer is that you find out in a month from an angry customer, we do not build it.
Where we stop
Better said now than after you have paid for something.
Guess at a price before we have looked at your operation.
Tell you how to run your business.
Pretend a machine is a person to your customers.
Lock you in. Month to month, thirty days' notice, and your number ports out with you.
Take your money if we cannot help you. We say so on the first call, before you have paid anything.
How we engage
Every build is different and we are inside the operation while we make it. That is not work that gets better by adding accounts, so we do not add them. Month to month, thirty days' notice. We would rather be kept for what the systems return than for how long the contract runs.
Nothing to sign. Mostly questions. If we cannot help you, we say so on that call, before you have paid anything.
Book the call