Illustrative exampleReporting at a 60-person B2B agency
The situation
Account leads spend their Friday afternoons assembling client reports from five different tools. The work is important and nobody thinks it is a good use of senior people.
The diagnostic
Two weeks with the account team. We map how a report actually gets made, measure the hours and the error rate, and agree what people must own: client context, judgement, the final call on what goes out. Assembly and first drafts are candidates for AI.
The redesigned workflow
A draft report is assembled automatically inside the tools the agency already uses. The account lead reviews, adjusts, and signs off. Nothing reaches a client without a person behind it.
What we measure
Hours returned to the team, corrections per report, and whether clients notice any difference in quality.
Illustrative exampleDocument review at a 120-person professional services firm
The situation
Junior staff review every inbound document. Senior staff then re-review most of them, because quality varies and nobody is sure where.
The leadership session
Before touching a workflow, we sit with the partners and agree the firm's position: which decisions a reviewer must always own, and what "good" means for each document type.
The redesigned workflow
Routine documents get an AI first pass, and a person reviews the exceptions. Complex or sensitive documents route straight to senior reviewers. Every routing decision is logged so the firm can audit how the system behaves.
What we measure
Review time per document, how accurately exceptions are flagged, and senior hours returned to billable work.
If either of these sounds familiar, the diagnostic is where we start.
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