Every recruitment desk, estate agency, and marketing firm we speak to has the same shape of problem: high-value people spending most of their week on work that doesn't need them. That is a solvable problem.
Your best consultant is reviewing CVs this morning. Not all 200 of them. Just the first stack, before the phone starts ringing. By Friday the pile is the same size it was on Monday.
A lead came in at 8:47pm. No one answered. By 9:04pm they had filled in a competitor's viewing request. This happens three or four times a week, and nobody is measuring it.
Your senior account manager spent Sunday building the Q3 report. The client read it Tuesday morning and asked one question about one line. The eleven hours beforehand are not billable, not enjoyable, and not why she took the job.
150-250 CVs manually reviewed each week. Scheduling taking 30-60 minutes per booking. Silver-medal candidates forgotten by the time the next matching role opens.
78% of buyers work with the first agent to respond. Most enquiries arrive outside office hours. Most agencies respond the next morning.
A 10-client agency spends 30-50 hours a month on reporting alone. Not analysis. Pulling data, formatting decks, writing summaries. None of it is billable.
I come into the audit call looking for three things: what your team does most often, what takes longest per instance, and what stops when a key person is unavailable. Those three questions almost always converge on the same two workflows. That is where we start: not the most technically interesting ones, the ones that clear the most hours fastest.
Krister Gabrāns, founder · read more about the work
20 minutes. Krister maps your three highest-volume workflows as you describe how they actually work, not how they're supposed to work.
First system built and connected to your existing tools. You can see it run before the week ends. No new software required in most cases.
Refinement on the first system. Second workflow addressed. Calibration against real usage.
Measurable output reviewed against the benchmark agreed on the audit call. If it isn't there, month one is free.
Most pitches in 2026 are about capability. The technology can do more things than it could eighteen months ago. That is true and it is not the interesting question. The interesting question is which specific part of your firm's work should change first, because the answer is almost never what the vendor is trying to sell. Firms in our target sectors have been approached by three or four consultancies in the past year. The pitches look similar: a deck, a few case studies, a monthly fee. The reason they haven't bought is not price. It is that nothing has shown them exactly what changes on a Tuesday afternoon in week two.
That is what the audit call is for.
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