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Work Upgraded

Results

Measurable Operational Results

Automation should improve how the business operates, not just add more technology. Here is what that looked like in practice.

Logistics Operations

35%

less manual work

Transport requests, documentation and delivery confirmations processed 30% faster.

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Insurance Invoice & Document Processing

40%

less manual work

Invoice and document processing completed 35% faster.

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Retail Customer Operations

35%

faster response times

Customer-service operations with 30% less manual work.

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Case 01

Logistics Operations

35% less manual work. Transport requests, documentation and delivery confirmations processed 30% faster.

The situation

A logistics operation handling a high daily volume of transport requests. Requests arrived by email and portal in inconsistent formats, were re-keyed into the transport system, and required manual follow-up for documentation and delivery confirmations. Coordinators spent a large share of their day moving information between inboxes, spreadsheets and systems. Volume was growing faster than the team could.

What we did

We mapped the request-to-confirmation workflow end-to-end, quantified the manual effort per request, and identified the steps where information was re-entered or had to be chased. We redesigned the process around a single intake path, defined the rules for automatic validation and routing, and led the implementation of automated request capture, document generation, and delivery-confirmation handling with the client’s internal team and an integration specialist.

The result

35% less manual work across the workflow. Transport requests, documentation and delivery confirmations processed 30% faster. Coordinators were redeployed to exception handling and customer communication rather than data entry.

Case 02

Insurance Invoice and Document Processing

40% less manual work. Invoice and document processing completed 35% faster.

The situation

A finance and operations function in an insurance business processing a high monthly volume of invoices, carrier statements and supporting policy documents. Documents arrived in multiple formats, were manually read, matched, and coded, and approvals were processed via email. Errors and late payments were frequent, and month-end depended on overtime.

What we did

We baselined processing time and error rates per document type, identified the matching and coding steps that consumed most effort, and redesigned the approval flow with clear ownership and exception rules. We then led the implementation of automated document capture, matching and routing, working with the client’s finance team and their existing software vendor, and ran the rollout and adoption with the processing team.

The result

40% less manual work. Invoice and document processing completed 35% faster.

Case 03

Retail Customer Operations

35% faster response times. Customer-service operations with 30% less manual work.

The situation

A retail customer-service operation handling order, delivery and return inquiries across email, chat, and phone. Agents looked up information in several systems for each case, answered recurring questions manually, and escalated routine issues because the process did not give them the authority or information to resolve them.

What we did

We studied the inquiry mix and handling time by case type, selected high-volume, low-complexity cases as the first initiative, and redesigned the handling process so agents had the information and decision rights to resolve them in a single contact. We led the implementation of automated case classification, information retrieval, and templated resolution with the client’s service team and technology partner, and embedded the new process with training and weekly performance reviews.

The result

35% faster response times. 30% less manual work across customer-service operations.

The Pattern Behind the Results

Three different operations, one approach: start with the workflow where manual work costs the most, measure the baseline, redesign the process before automating it, lead the implementation with the client’s own teams and vendors, and stay until the new way of working is the normal way of working. That is the SCALE Framework, applied.

Client perspective

What clients say about working this way

We had three automation projects running, but nobody really owned them. Nick took the mandate, stopped one, combined the other two, and six months later the claims team was handling a third more volume with the same headcount.

CEO, Insurance Broker

The Decision Sprint showed us what not to do. That alone was worth more than the project we nearly started. The business case was clear enough for our CFO to approve it without a second meeting.

Managing Director, Freight Forwarder

Nick worked with our existing vendor rather than replacing them, and stayed involved until the new process became the way the team actually worked. That’s the part every previous consultant had skipped.

Head of Operations, Wholesale Distributor

Founder track record

Billions

of emails a day

operated at Amazon

20x

revenue growth

built at dmarcian

3x

client growth

enabled by automated services at FreshAddress

Hundreds

of hours saved monthly

by one automation initiative at Email Industries

About Nick

Ready for Results Like These?

If you have a core workflow that is too manual or an initiative that has not delivered the operating change you expected, let’s discuss it.

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