Small business operations consulting
When the work gets sold and then falls apart on the way to being delivered.
Operations problems rarely announce themselves as operations problems. They show up as callbacks, rework, missed appointments, unhappy customers, overtime, and an owner who spends the day rescuing jobs instead of running a company.
The cause is almost always the same: the business runs on the owner's memory. Nothing is documented, so nothing can be delegated, so everything routes back to one person, and the ceiling of the business is that person's calendar.
This work rebuilds delivery. What happens between a sold job and a paid invoice, who owns each step, what gets written down, what gets measured, and what the actual capacity of the team is — so growth stops breaking things.
You are probably here because
- Jobs get sold and then something goes wrong in delivery
- Callbacks and rework are treated as a cost of doing business
- Scheduling is done in your head or in a group text
- Nothing is documented, so nothing can be handed off
- You are the escalation point for every problem
- Adding people made things worse, not better
What the work covers
Capacity model
What your team can actually produce at honest utilization, and what the next hire adds in real revenue.
Process documentation
The handful of processes that actually matter, written down in a form a new employee can follow.
Scheduling and dispatch
How work gets assigned, sequenced and confirmed — and where the day currently falls apart.
Quality and rework
Where rework originates, what it costs annually, and the checkpoint that eliminates most of it.
Delegation sequence
What comes off your plate first, who takes it, and how you verify it without hovering.
Operating rhythm
The weekly numbers and the one meeting that keeps the company aligned without becoming a meeting culture.
The engagement
Map it
Walk the actual flow of a job from lead to paid, including the parts nobody admits to.
Find the constraint
One thing limits throughput. We identify it instead of improving everything at once.
Rebuild
Document, assign and instrument the steps that matter.
Hand off
Move ownership away from you and verify it holds under load.
Investment
Included in Growth and Scale Advisory. Software builds that come out of this work are scoped and quoted separately.
What this is not
If you want software installed and nothing else changed, that is a build project, not operations work. Those are on the systems page.
Run the numbers
Run your own numbers first
Capacity Calculator
Your true revenue ceiling in billable hours — and how much headroom you have left.
Owner Dependency Score
Find out how much of the business only works because you're standing in it — and what that costs you.
Business Health Score
Score your business 0–100 across profit, margin, labor, cash, growth, customer risk and owner load.
Net Profit Margin Calculator
What the business actually keeps after everything — including paying you properly.
Straight answers
Do I need software to fix operations?
Usually not first. Software applied to an undocumented process automates the chaos. We define the process, then decide whether a tool is worth buying or building.
How do I document process without stopping the business?
You document what already happens, once, while it happens — not a binder written from scratch on a weekend. Four or five core processes covers most of a small business.
How long does this take?
The constraint usually becomes obvious in the first two sessions. Rebuilding delivery and getting it to hold without you takes a quarter or two.
Related services
Thirty minutes. No pitch deck. Bring your numbers.
Or call (737) 888-0415