The diagnostic
Before a line of code gets written, we produce a dollarized leakage register against the Operational Leakage Map: where the business is losing money, ranked by size and solvability.
Case studies
Named engagements coming as they complete.
We are a small, two-founder firm. We take on a limited number of engagements at a time, and we publish the work only when the client signs off on the story. Nothing on this page is fabricated; nothing is embellished.
01 / What an engagement produces
A dollarized leakage register, a running system on your income statement, and an operator who keeps it compounding.
The build
Forward-deployed engineers sit inside the operation and build the system the business actually needs. Not a model that runs. A process that runs.
The handoff that never happens
We operate what we built. Performance monitoring, exception handling, retraining on drift. The system stays ours to run. The value stays yours to book.
The compounding
The first intervention opens the door to the second and the third. The leakage register becomes the roadmap. One engagement becomes a long relationship.
02 / The kinds of leakage we look for
Five patterns. Every mid-market commercial business has at least two of them.
The Operational Leakage Map is the lens we bring into every diagnostic. The specific dollar amounts depend on the business; the categories do not.
Revenue leakage
Quotes that take days when the market quotes in hours. Discounts approved outside policy. Churn you could have seen forty-five days out. Renewals that drift.
Labor waste
Expensive people doing work that is well-defined, repetitive, and bounded. AP, AR, intake, first-line support, document production, research, reconciliation.
Process bottlenecks
Handoffs that stall. Onboarding that takes weeks instead of days. Approvals that wait on one human calendar. The operational friction nobody has the leverage to fix.
Risk & compliance friction
Manual tracking of rules that change. Contract review done the same way it was done in 1995. Policies that live in a drawer rather than in the workflow.
Decision blindness
Decisions made without the data that already exists inside the company. Pricing set by gut. Inventory by spreadsheet. Forecasts by confidence level.
03 / What we measure
Outcomes we target, written in the language a CFO uses.
Every engagement ends with a number on the income statement, not a deck. Here is what we actually measure — not what we have delivered on any specific engagement.
Dollars recovered
Revenue recaptured or cost removed, reconciled against the dollarized leakage register at the start of the engagement.
Cycle time compressed
Quote-to-cash, intake-to-production, ticket-to-resolution — measured before and after.
Capacity freed
FTE hours returned to higher-leverage work. Tracked. Reported. Not vanity.
System uptime
The interventions we build run in production. We measure them the way an engineering org measures its own services.
The next case study
When one of ours is ready, it will show up here — with a name on it.
Until then, the most useful thing we can do is walk through your P&L. If your business has the kind of leakage the Operational Leakage Map describes, the qualifying call will tell you.