Treatment
The Process Build
“Good work that still doesn't land on time, on budget, or in scope.”
Is this you?
You've won the work. You promised the client a date, a budget, and a defined scope, and you meant every word of it when you said it. Then delivery happens the way it always happens: a little late, a little over, a little short of what was promised, and now you're the one explaining why, again. It's not that your team isn't capable. It's that nothing formally connects the person doing the work to the person who's actually going to receive it, so promises get made on one side of that gap and broken on the other.
What actually happens
I don't hand you a generic process template borrowed from another company's ops manual. I build it by watching how your team actually works today, and I design specifically for both ends of the handoff: the person doing the work and the person receiving it. A process that only makes the doing side faster without also making sure the receiving side gets what they expected produces a team that feels efficient and a client who's still unhappy, which is exactly how these promises keep breaking. If you're starting here without a prior Diagnosis, the first three to five days are spent scoping precisely what's broken before any process gets touched, so the timeline we commit to is a real one.
What you get
You get a documented, team-specific process that closes the gap between the work and the delivery of that work, tested with the actual people who'll run it. Not a slide deck describing a process. A working one, with the handoff points explicit enough that “we promised X and delivered Y” stops happening for this specific engagement.
Timeline
2–8 weeks
Two to eight weeks. A single process inside one team lands at the short end. Multiple interconnected processes running across departments, where fixing one touches three others, take the long end. Most engagements know within the first week which side of that range they're on.
This is the same approach behind rebuilding payroll, FP&A, and invoicing as one connected system instead of three separate fixes.
See the full storyPart of the methodology. See how this fits the full arc.