Three phases. You always know what happens next.
No discovery that never ends, no retainer that quietly becomes permanent. Each phase has a duration, a deliverable, and a point at which you can stop.
Diagnose
We map how decisions actually get made in your business — not how the org chart says they do.
We sit with the people who make the recurring calls: the reorder, the pricing exception, the escalation, the go/no-go. For each one we record where the information comes from, who has to be asked, and how many hours pass between something happening and someone acting on it.
Most of what we find is not a technology problem. It is a routing problem — the right information exists, and it reaches the wrong person, or the right person too late.
What it produces
- Your operating map Every recurring decision, its data source, its owner, and its latency in hours.
- A ranked bottleneck list Each with an estimated annual cost, so the priority argument is about numbers rather than opinions.
- A build recommendation Fixed scope, fixed price, named metric — or an honest "not yet".
Install
We build the intelligence layer against a fixed scope and one named metric.
It runs on the tools you already pay for. We connect to them, establish what normal looks like for your business, and define the exceptions worth interrupting someone about — along with who that someone is.
Nothing is a black box. Every rule, every threshold, every escalation path is written down in plain English as we build it, not documented afterwards as an afterthought.
What it produces
- A working system Live, watching your operations, routing exceptions to named owners.
- Plain-English documentation What it watches, what it considers abnormal, and what it does about it.
- A handover pack Everything an internal team or another supplier would need to take it over.
Operate
We monitor, tune and extend as the business changes — for as long as that is useful and no longer.
Thresholds drift. New products, new lanes, new channels and new people all change what normal looks like. Left alone, any system like this degrades into noise, and noise gets ignored.
This phase is optional and cancellable. You can take the system in-house at any point — the handover pack already exists, so there is nothing to negotiate.
What it produces
- Monthly tuning Thresholds recalibrated as the business changes shape.
- Reporting against the metric The number we agreed to move, tracked honestly, including when it does not move.
- Extensions on request Quoted as fixed scope, the same as the original build.
What we need from you.
Less than you might expect, but it has to be the right people.
- 01
Two hours of your time in week one
We need the founder, not a delegate, for the first session. The decisions we are mapping are the ones that currently end with you.
- 02
Read access to your systems
Read-only to start. We will tell you exactly which systems and why, and we never ask for more access than the work needs.
- 03
One person who can answer questions
Usually an ops lead. Two or three hours a week during the build, no more.
What we don't do.
Worth saying out loud, because these are the three places engagements like this usually go wrong.
- 01
We don’t replace your tools
Migrations are expensive, slow, and almost never the actual bottleneck. We sit above what you already run.
- 02
We don’t sell hours
Every engagement is a fixed scope quoted in advance. If the work changes, we re-quote before we build — we do not let a project drift into a retainer.
- 03
We don’t build what we can’t measure
If we cannot name the number a piece of work should move, that is a sign we do not understand the problem yet. So we go back and find it.
Start with the diagnosis.
Book a session and we'll tell you whether an audit is worth doing — and if it isn't, we'll say that instead.
Prefer to write? contact@autkron.com — we reply to every enquiry within one business day.