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Four stations. In this order.

The most expensive mistake in a software project is starting to build before understanding what is done today. We spend the entire first stage looking, and only then write code.

  1. KM 01

    Process audit

    One to three weeks

    We sit down with the people who do the work, not with the org chart. We document it task by task: what comes in, who touches it, how many times the same thing gets typed, where it breaks, and what happens when the person who knows how to do it is away.

    What you get

    A map of your real processes, with the time each one consumes and how much of that time can be automated.

  2. KM 02

    Automation design

    One to two weeks

    We decide what disappears, what gets fully automated, what gets half automated, and what has to stay human because someone must answer for it. You see how the system will work before it is built.

    What you get

    The scope, a fixed price, and the order in which it will be delivered to you.

  3. KM 03

    Build

    In stages, delivering every two or three weeks

    We build in useful pieces: the first thing we hand over is already in use in your company. No disappearing for six months and coming back with a whole system nobody has tried and that has to be redone.

    What you get

    Software in production, with your people using it and trained on it.

  4. KM 04

    Operation and improvement

    For as long as the system is alive

    We maintain it, measure it and extend it. When the law changes, when the business changes, or when a new repetitive task appears, the system absorbs it instead of spawning another spreadsheet.

    What you get

    A system that is kept current rather than left to age, and one person who already knows your case.

Timeframes are indicative: they depend on the size of your operation and on how many people we can sit down with. Yours is fixed in writing in the proposal.

Three rules we do not negotiate.

  • Procedure before software

    If a project starts at “I want an app”, it started wrong. It starts at “show me what your people do every day”.

  • Deliveries that get used

    Every two or three weeks something goes into production. If a stage cannot be used the day it is finished, the stage was cut badly.

  • We will tell you no

    Some processes are not worth automating, and we will say so even when it costs us the work. That conversation is worth more than the sale.

The first station is a conversation.

Half an hour to understand what your company does every day. Whether there is a project comes out of that.

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