A regulated manufacturer
Dependency mapping for a regulated manufacturer — 65 critical processes, 45% of data movement done by hand
65
Business-critical processes mapped
250
Data movements between systems
45%
Of that movement done by hand
Practice
We find where the money and the time go. Then we stay and fix it.
Optimization assessments, licensing negotiation and build-versus-buy decisions — focused on what is costing you most, and carried through to results instead of ending in a report.
What this covers
The work itself
IT optimization
Where the duplication, the idle capacity and the manual handoffs are — across the whole estate rather than one department's share of it.
Licensing optimization & negotiation
Right-sizing against real usage, correcting over-provisioned tiers, and renegotiating terms with the vendors already in place.
Build vs buy
Decided on total cost across the life of the system rather than the price at signature, with the reasoning recorded so it can be revisited.
Staff augmentation & optimization
Where extra hands genuinely help, where they only relocate a bottleneck, and what the function should look like instead.
Process & dependency discovery
What supports what, which step everything downstream is waiting on, and where the work quietly runs on files no inventory lists.
Technology roadmaps
Plans that survive past the current budget cycle, sequenced to reflect what actually depends on what.
What that involves
A quantified baseline
What runs, what it costs and who depends on it — established as fact, with a confidence level on every line.
The gap, in numbers
We compare licenses with actual logins, spending with the value it returns, and documented processes with how work is really done — so you have numbers to base a decision on.
A sequenced plan
Every opportunity ranked by value against effort. Quick wins come first, and they usually help fund the rest.
Execution, not just advice
Negotiation, build or migration, process redesign and the training that makes change stick — the part most consultancies sell separately.
The problem
Nobody owns the space between departments
Most organizations know roughly where their money goes. Far fewer can see where it is wasted: licenses nobody reclaimed, three tools doing one job, an approval process that outlived its reason. That waste sits between departments, where nobody owns it and nobody is looking.
We find it, put a number on it and stay until it is fixed. You get decisions backed by evidence, and a partner accountable for the result — not a report that sits on a shelf.
How discovery is run
Discovery that finds what others miss
The costliest problems hide in what people have stopped noticing, because it has worked for years. Our discovery is designed to bring them to the surface quickly, without disrupting your teams.
The same core questions for every team.
Asking every department the same questions turns separate answers into one picture — and shows where two teams running the same process are exposed in very different ways.
Questions about what is missing.
Is there a backup? A written procedure? Much of the risk in any organization sits in what does not exist, and no inventory will ever show you an absence.
Confidence you can see.
Every finding is marked confirmed, partial or open, so you always know how solid the ground is under each decision.
How it runs
The sequence
Five phases, built around what is costing you most. Nothing is recommended until it has been audited, and every phase ends in a decision your executive team can act on.
Phase 1
Discovery
We map what runs, what it costs, who uses it and what depends on it — captured as structured data, so every department's answers merge into one picture.
Phase 2
Audit
We put a number on the gap: licenses against real logins, spending against value, and documented process against how work really gets done.
Phase 3
Meet
Findings go back to the people who own them first, so what reaches your executive team is agreed fact — not an outsider's opinion.
Phase 4
Plan for optimization
Every opportunity ranked by value against effort. Quick wins come first and help fund the structural change.
Phase 5
Execution and delivery
We stay and do the work — negotiation, build or migration, process redesign and training — and report against the plan until the results are in.
Proof
What this practice has produced
What you gain
The difference it makes
A number behind every recommendation
Every proposal arrives with its business case already attached, ready for approval.
Spend that reflects use
Licenses matched to who actually logs in, tiers corrected and overlapping tools consolidated — usually the fastest savings on the table.
An automation list, ready to act on
Every manual handoff we find comes with its volume, owner and risk, ranked so you know exactly where to start.
Someone accountable for the outcome
We stay through execution and report against the plan. We measure ourselves on what changed, not on what we advised.
Reference
What we build on
Business systems we work across
We work inside the systems your business actually runs on, and map your configuration before drawing any conclusions from it.
- SAP
- NetSuite
- MFG/PRO (QAD)
- Salesforce
- iMIS
- Impexium
- Personify
Reporting and analysis
Where findings become numbers your team can act on.
- Power BI
- Snowflake
- Microsoft Fabric
- SQL Server
- Azure Data Factory
What we build with
When an engagement produces tools of its own — a register, an executive dashboard — we build them on ordinary, widely supported technology, so you never need a specialist to run them.
- React
- Next.js
- Node.js
- Python
- Docker
- Supabase
- Vercel
Before you ask
Questions we hear
What does an engagement cover?
Whatever is costing you most — typically licensing and IT optimization, build-versus-buy decisions, staffing, and the process and dependency work underneath them. We set the scope after discovery, so it targets the biggest problem rather than the loudest.
Do you just make recommendations, or do the work?
We do the work. We stay through negotiation, build or migration, process redesign and training, and report progress to your executive team until the results are in.
How much of our team's time does this take?
Discovery sessions are short and time-boxed, with written follow-up so people can add detail afterward. The one place we ask for real attention is the review of findings — it is also where expensive mistakes are prevented.
How do you handle what you learn about us?
You get a written scope and data-handling statement up front: what we capture, where it is held and who can see it. We never collect passwords or network details, and we review how your systems are configured with your own team rather than copying configurations out of them.
Thinking
From this practice
Talk to someone who runs Business Consulting
Two or three sentences about what you run is plenty to start with.