Where our experience actually sits
We are deliberately narrow. These are the four sectors where we have enough pattern recognition to be useful quickly.
Depot and delivery operations
Typical clients run two to six depots with a mix of employed drivers and subcontractors. The recurring problems are delivery exceptions, driver handovers and proving what was agreed with a subcontractor.
What we usually find
- Exception handling differs by depot and by shift
- Subcontractor terms sit in individual inboxes
- Driver handover relies on a phone call at 6am
Supplier, stock and pricing
Clients here typically carry 200 to 2,000 SKUs and deal with 30 to 80 suppliers. The friction is reordering rules that live in one person's head, and price changes that get applied inconsistently.
What we usually find
- Reorder points that have never been recalculated
- Supplier price changes applied to some channels only
- Returns handled differently depending on who answers
Pick, pack and carrier performance
Small fulfilment operations running 500 to 8,000 orders a month. Most pressure sits in peak planning and in the customer exception queue, where one delayed parcel can consume an hour of someone's day.
What we usually find
- No written peak plan, just remembered lessons from last year
- Carrier performance reviewed only when something breaks badly
- Customer exceptions handled in a shared inbox with no owner
Job scheduling and field documentation
Service businesses with 10 to 40 engineers or technicians. The recurring issue is that job records are completed after the fact, so the paperwork describes what someone remembers rather than what happened.
What we usually find
- Job sheets filled in at the end of the week from memory
- Parts ordering done by whoever is nearest a phone
- Warranty claims missed because evidence was never captured
Sectors we do not cover
Being honest about this saves a wasted conversation.
Regulated financial services
Compliance-driven process work needs FCA-specific expertise we do not have.
Healthcare and clinical settings
Clinical governance requirements put this outside our competence.
Large enterprise
Above roughly 150 staff, the problems become political rather than operational, and our approach stops fitting.
Not sure if you fit?
Ask. If we are the wrong fit we will say so in the first reply rather than in the diagnostic session.