Four questions. No requirements document, no technology recommendation needed. Tell us what is harder than it should be and we'll work out what's worth changing.
She reads these herself. Expect a reply today, usually with a couple of questions about how the work moves.
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Your answers are still here — nothing was lost. Try again, and if it fails twice the connection is on our side, not yours.
You might, and hundreds of capable tools already exist. The hard part is choosing, configuring and connecting technology around the process you actually run. Another tool on top of a workflow nobody has mapped usually adds work rather than removing it.
No. Spreadsheets are often the right tool. The issue is when the business depends on one, or when people spend more time checking versions and chasing updates than doing the work.
They usually stay. We start by working out what already does its job, then simplify, connect or automate around it. Replacing a working system needs a reason.
No. Inventory and operational workflow is a common starting point because the pain is concrete, but the same approach applies to any other areas such as finance operations, insurance claims, approvals, quote-to-cash and reporting.
Yes. Implementation and support are part of the work, not a separate contract to chase. Adoption is where most operational projects quietly fail.
Read how we think about real operational problems first.