Operations

Operations should make the business easier to run.

Better processes, technology, and operating models should translate into greater throughput, lower cost, and more reliable performance.

How we help clients

Twenty-five ways we help in operations, across four industries and the set that holds in any of them. Every engagement is built so the value gets measured and realized, not just recommended.

Operations

Time studies and validated baselines

We establish validated baselines through time studies, day-in-the-life shadowing, and direct observation of the work. Every improvement we claim is measured against a baseline someone can defend in front of a CFO.

Market realities

Every operation is being asked to do more than it was designed to do.

Customer expectations are rising. Labor remains constrained. Costs continue to increase. AI is creating new opportunities and new expectations.

Leaders are asked to improve service, increase productivity, modernize workflows, and deliver measurable results, all at the same time.

Pressure from every direction

  1. Customer expectations

    Customers expect more.

  2. Labor constraints

    Hard to find, harder to keep.

  3. Cost pressure

    Costs continue to rise.

  4. AI and automation

    Changing what is possible.

  5. Regulatory requirements

    More to prove, more often.

  6. Operational complexity

    Complexity is increasing.

The operating model

An engineered operation

Operations are carrying more weight than they were originally designed to bear.

We engineer operations built for today's demands and tomorrow's opportunities.

When it has to work.

After go-live

Getting it live is only the beginning

Technology creates value only when the operation changes with it. Processes, roles, behaviors, and measures must keep evolving through every release, upgrade, and change.

Build · automation & AIRun · where value is wonNo end date →
Go-live
  1. Configuration & updates
  2. Process
  3. People
  4. Change management
  5. Benefits measurement
  6. Continuous improvement
  7. Leadership practices
The loop never closes - it repeats with every release, upgrade, and operating change

We stay with the operation after launch, where the value is actually achieved.

Our team’s operations experience

The results from the work.

From the factory floor to the back office, our team’s work has covered time studies, process redesign, operating cadence, and the measures that keep the gains.

15-20%
Direct labor cost reduction across underwriting and processing

Top 10 US property and casualty insurer

24%
Lower OM&G costs, planning standardized across 33 plants

PM compliance 19% to 74%

Canadian electric utility, five regions

$2.16M
Annualized savings from supervisor cadence, not headcount

Southern US electric utility

$20M+
Annualized savings, once real-time KPI dashboards reached the front line

Technology business process outsourcer

$250M
Sale, on a plan targeting $10M more annual EBITDA

PE-owned food manufacturer

Learn more

Insights

What we are seeing

All operations insights

PerspectiveJuly 8, 20261 of 4

The Better Way Forward: How Activity Based Management Grounds the Three Doors Framework

The fifth and final article in the series: how activity based management gives Avoid, Automate and Optimize something measurable to stand on.

Read it