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Operations Leaders

  • COOs & VPs of Ops
  • Heads of RevOps

Every team has a system. The space between them has you.

RevOps consulting for operations leaders — the people accountable for what happens after the sale, and for every handoff in between.

Who this is for

Built for the ops leader who knows exactly where the workarounds are.

You own the seams: sales to onboarding, onboarding to delivery, delivery to support, and all of it to billing. Each team picked a tool that works for that team, and each is right to like it. Between the tools there are people, re-typing, checking and chasing, and most of them report to you. You can name every workaround. What you haven’t had is the time, or the mandate, to remove them.

Operations or revenue operations, both work here. Some of you run the delivery organization itself; some of you are the RevOps function that keeps the systems behind it running; in smaller companies you are both, plus the person who answers when something breaks on a Saturday. What matters to us is that the process lives partly in systems and partly in people’s heads, and you are the one who knows where the line is.

We don’t run your operation for you, and we don’t provide outsourced admin. If you need more hands, we are the wrong firm. We design and build the systems so the hands you already have stop doing work the systems should be doing.

Most of what we rebuild lives in HubSpot, connected to the project tool (Asana, Monday.com or ClickUp, usually), the ticketing system and accounting. If you are not on HubSpot and not considering it, say so early and we will tell you whether we can still be useful.

The usual situation

One customer. Four copies.

Sales, delivery, support and finance each keep a record of the same customer, and each is accurate about its own part of the job.

  1. HubSpot What sales was able to sell
  2. Project Management What delivery is using every day
  3. Ticketing What the customer is asking about
  4. Accounting What was invoiced, and what was paid

That holds while volume is low. Past a certain point the copies drift faster than anyone can reconcile them, and the person reconciling them becomes the bottleneck.

What it actually costs

Where operations loses margin, not just time.

  • The handoff is a re-type. A closed deal gets copied into the project tool by hand, and whatever doesn’t get copied is lost until the customer asks about it.
  • The process lives in one person’s head. It works because someone remembers the step the system doesn’t do. Then they take a week off, or another job.
  • Support turns into a lookup service. Answering one customer question means checking three tools and hoping none of them is out of date.
  • Invoices wait on a human. What was sold, what was delivered and what gets billed don’t match, so someone assembles the difference before anything goes out.
  • Exceptions handled from memory. The standard path is written down somewhere. The unusual order, the custom contract and the client who pays differently are handled by whoever remembers how it was done last time.

None of this is a people failure. Your team is holding it together with effort the systems should be providing. What is missing is a design for the handoffs themselves.

Reconciling across teams quietly consumes part of somebody’s salary every week. For an operations leader, that is the smaller number. The bigger one is that it doesn’t scale: every new customer adds work to the same people already carrying the handoffs.

If the instinct is to document everything before bringing anyone in: documenting how work really moves is the first phase, and we do it with you. See how the phases run.

One example

Six service lines, one way of running them.

A grant-writing consultancy delivered six different services, and each one ran on whatever its lead remembered.

  1. What we documented. Sprint SOPs for the delivery work, and process templates with time estimates for all six service lines.
  2. What we rebuilt. The project workspace, restructured around those templates so new work starts from the process instead of from scratch.
10 Hrs
Saved each

Tell us where the re-typing happens.

Thirty minutes. Pick the handoff your team complains about most; it is usually where we would start. If an Orientation makes sense we will scope one, and if the fix is smaller than that, we will say so.

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  • We trace how a customer moves from signed deal to delivered, supported and billed
  • We name the handoffs that depend on a person, and what that costs you
  • We describe what an Orientation would cover for an operation your size
  • We tell you if we are not the right fit, and who might be

How we help

Map it, design it, build it — from signed deal to paid invoice.

The same three phases as every engagement, pointed at the handoffs between your teams.

  1. 01 Current Reality Where you are now
  2. 02 Orientation Discovery & audit
  3. 03 Cartography Mapping & design
  4. 04 Exploration Build & implement
  5. 05 Connected Operations Where you end up

Orientation

We follow a customer from closed deal through onboarding, delivery, support and billing, sitting with the people who carry each handoff, then read the systems underneath. Four weeks, ending in a findings document and a full audit of your portal.

Cartography

Quick wins first, then the design: one customer record every team reads from, intake and routing that sort requests without a person, and an explicit rule for every exception the system escalates. Approved pieces get built as we go. Around twelve weeks.

Exploration

We build out the rest with your team — deal-to-project automation, ticket routing, billing handoffs, playbooks for every exception — then train them and hand over SOPs detailed enough that a new operations hire can’t break it. Around six weeks.