Two weeks. Scoped in writing. Stands on its own.

Find the work you stopped noticing you do

You already know the business leaks time. You cannot point at where, because the leaks are the things that became normal years ago. In two weeks I write down every repeated task in your operation, put hours and money against each one, and hand you a ranked list of what is worth fixing. The lines that are not worth fixing are on the same list, and they are named.

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Two weeks, start to readout

Scoped and costed in writing before we start

Buy it once and stop. Nothing after it is required

The problem, before the pitch

The same words as the products page. Nothing gets softer because you clicked through.

You know the business is leaking time, but you cannot point at where, because the leaks are the things you stopped noticing years ago.

What the two weeks actually are

Five working steps. Three of them are counting, because a ranked list built on guesses is worth nothing.

Sit

Four to six interviews with the people who actually do the work, plus a screen share of them doing it. Not a workshop. I watch the real thing on a normal day.

Notes and recordings from every session, yours to keep.

Count

Every repeated task written down with who does it, how often, and how many minutes it really takes. Timed where I can time it, estimated where I cannot, and marked so you know which is which.

A task register. Usually sixty to a hundred and twenty lines.

Cost

Hours a year against each line, priced at what that person actually costs you. Then your software bill next to it, including the seats nobody has opened this quarter.

Hours and dollars a year on every line, and a software spend list.

Score

Each line gets hours back, a cost to fix, a payback in months, and how many people would have to change their Tuesday. Then a call on each one.

A ranked build order with a payback number on every line.

Read out

Ninety minutes on a call walking your leadership through the list, top to bottom, arguing about the order. Recorded, because the people who need it most are never on the call.

The written report, the recording, and a twelve month sequence.

Seven things land in your hands

All of it in writing, all of it in your own folder, all of it readable by whoever replaces me. Nothing in this list needs me to explain it.

THE PROCESS MAP

How work actually moves through the company, from the first call to cash in the bank. Not the org chart. The real path, including the two steps that only happen because one person remembers to do them.

THE TASK REGISTER

Every repeated task, who does it, how often, minutes each time, hours a year, dollars a year. This is the spine of the audit and it is the thing clients keep going back to.

THE SOFTWARE AND SPEND LIST

What you pay for every month, what overlaps with what, and which seats have not been opened in ninety days. This line alone has paid for the audit more than once.

THE RANKED BACKLOG

The same tasks, ordered by payback in months, with a cost to fix and a call on each one. Fund it one line at a time in the order it is written.

THE LEAVE-ALONE LIST

The lines I am telling you not to touch, and why. Usually because it happens four times a year, or because the person doing it is the reason it works. This list is a deliverable, not an omission.

THE TWELVE MONTH SEQUENCE

What to do in which quarter, with a running cost, so you can put it in front of whoever signs. Built to be handed to any capable operator, me or otherwise.

THE READOUT RECORDING

Ninety minutes of your leadership arguing about the order, on video. The managers who were not on the call watch it and stop asking why.

Every line is scored the same way, and the maths is on the page

A ranked list is only worth something if you can see how the ranking was made. Five columns, one of them a judgement call, and the judgement call is labelled as one.

How every backlog line is scored
Hours back a year	Times how often it happens by how long it takes. Measured on a real day where I could measure it, and flagged as an estimate where I could not.
What it costs you now	Hours back multiplied by the loaded cost of whoever does it. Your number, not an industry average. If you will not give me a number I use thirty five dollars an hour for admin work and I say so on the line.
Cost to fix	Days of build, scoped in writing, plus any software you would have to start paying for. Named vendors and real prices, not a range.
Payback in months	Cost to fix divided by what it saves a month. This is the number the list is sorted by. Anything over eighteen months goes below the line.
Adoption load	How many people have to do their job differently on a Tuesday, one to five. This is the judgement call and it is the one that sinks projects. Two lines with the same payback are ordered by this.

Four possible answers, and two of them are not a project

Two of these four cost you nothing and one of them sends you to a vendor instead of to me. All four appear on a normal list.

BUILD

Worth building properly, and nothing you can buy does it. Scoped and costed on the backlog line before you decide anything.

BUY

Somebody already sells this and it costs less than building it. I name the product and the monthly price and I do not take a cut of it.

SIMPLIFY

The task should not exist in that shape. Change the rule, delete the step, stop collecting the field nobody reads. Free, and usually the fastest win on the list.

LEAVE ALONE

It happens rarely, or it works, or the fix costs more than the leak. A written checklist beats a system here and I will say so.

Four things you should know before you pay me

Each of these costs me money to put in writing. They are here because you would find out in week two anyway.

This is not a certainty machine. The hours on lines I could time are solid. The hours on lines I had to estimate are marked as estimates, and some of them will be wrong by a third in either direction.
Sometimes the answer is build nothing. If the task happens four times a year, a written checklist beats a system, and I will say so and bill you for the afternoon instead of the build.
An audit nobody acts on is an expensive PDF. About a third of what I find is free to fix and the rest needs somebody funded to do it. If nobody in the building has time to run the list, say that now and we will scope who does.
I am one person and I will see the operation for two weeks. Your own people have seen it for years. Where they disagree with the list, they are usually right, which is why the readout is an argument and not a slideshow.

Who this works for

Three conditions. The middle one is the one people miss.

FOUNDER LED, REAL REVENUE

A million a year and up, three to two hundred people, and you are still personally holding operations together.

A TEAM THAT DOES THE WORK

There have to be other people. If you are the only one doing every task, there is nothing to map yet and I will tell you that on the call.

SOFTWARE THAT HAS AGED

Spreadsheets, email threads, a CRM nobody updates, and three tools that each hold a piece of the same customer.

Who should not buy it

If you are one of these, mail me anyway and I will point you at the right thing, which is sometimes nothing.

Anyone who wants a build quoted this week. If you already know what to build, skip the audit and buy the build.
Anyone under a million in revenue. You will not be able to fund the list and the audit will just be an expensive reading of things you knew.
Anyone whose process documentation is already good. Regulated shops often have this. There is less for me to find and you should pay me less.

What happens next, in order

Four dates and two invoices. You know all of it before you commit anything.

A thirty minute call

Free. I ask what broke most recently and who fixed it. If you are not a fit I say so on that call and we both save two weeks.

A one page scope

Who I need to talk to, which weeks, and what it costs. Half on signature, half on the readout, all of it agreed in writing first.

The two weeks

Interviews in week one, scoring and writing in week two. You get a short written update at the end of week one so nothing at the readout is a surprise.

The readout, then your decision

You own the list either way. Run it with your own people, hand it to another operator, or fund the top lines with me. Nothing after the audit is a condition of buying the audit.

Two weeks from now you will know where the hours go

And you will have the number in writing, with a payback on every line, in a folder that is yours whether or not you ever hire me again.

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