Before writing code — let's find where it hurts. We interview the team, map current processes, count losses in hours and money and deliver a prioritised plan: what to automate, in which order and what it pays back.
01
An audit is the cheapest way not to spend budget on the wrong system.
The team is overloaded, clients wait, but no one can say which process is breaking.
CRM, ERP, off-the-shelf or custom — a decision worth thousands of dollars, better made with a process map in front of you.
A system was implemented but people work in Excel next to it. You need to understand why.
Opening a branch, doubling the team — processes that rested on people must become rules.
The owner wants to step out of operations or hand a department to a new manager — you need a described way of working.
Described processes and numbers on losses and efficiency raise the value of the business.
02
The audit result is a concrete document, not a presentation of generalities.
AS-IS process map
End-to-end processes "as they are" in BPMN: roles, steps, tools, hand-off points.
Bottlenecks
Where data is duplicated, where approvals wait, where mistakes happen — with examples from your own documents.
Losses in numbers
Hours on manual operations, delays, errors, lost clients — converted to money per month.
Tool inventory
Which apps, spreadsheets and chats are used, what moves between them by hand.
TO-BE plan
How processes should work after changes: what to automate, what to simply change by procedure.
Priorities and payback
A list of initiatives with effect, cost and timeline estimates — starting with the most profitable.
Solution recommendation
An honest answer: a ready service, an integration, development or just a procedure change.
Team presentation
Results review with managers, answers to questions, agreement on the next step.
Don't see your process?
Describe how it works today — we'll propose a module around your logic.
03
Live systems our clients use every day. Company names are anonymised by agreement.
Built a dispatch platform from scratch: weekly board, billing workflow with PDF invoices, payroll module, ApexCharts dashboard, cross-dock management and PRO# autofill.
Full CRM for a Kyiv print shop: orders with line items and margin, a 9-stage kanban with design sub-stages, finances across multiple legal entities, PDF documents built from the client's real templates, calendar and logistics.
A dedicated back-office system for a 10-truck carrier: round trips, multi-currency driver cash desks, a fuel warehouse with weighted-average pricing, fuel-station statement imports, Wialon GPS and per-truck P&L.
04
We get access to current spreadsheets, documents, systems. Agree the list of people to interview.
30–45 minutes with each role: owner, managers, staff. We ask "how it really is", not "how it should be".
We build AS-IS processes, count losses, test hypotheses on your data.
A document with the map, bottlenecks, numbers and a prioritised initiative plan.
We review results together, answer questions, agree the next step.
05
Pricing
from $300
An audit of one area (sales, logistics, production) — from $300. A whole company up to 50 people — $600–1,200. The cost is fully credited if we then do the spec or development.
06
We pick the stack for the task and your team, not the other way round. Code and data are fully yours.
07
Team interviews, an AS-IS process map, a bottleneck list with losses in hours and money, a TO-BE plan with priorities and rough implementation cost, a solution type recommendation and a results presentation.
Deeper dive
A typical scenario: a company orders a CRM because "everyone does", spends the budget, and six months later the team works in Excel next to the system. The reason — the wrong process was automated, or chaos was. A 1–2 day audit shows where the real losses are, and often the first step turns out smaller and cheaper.
We ask each role: what do you do daily, where do you get data, where do you pass it, where do you wait, where do you make mistakes. We check answers against real documents and spreadsheets. We convert findings into hours per month and multiply by the cost of an hour — that's how the numbers appear.
AS-IS is an honest map of how the business really works, workarounds included. TO-BE is how it should work after changes: where a system, where a procedure, where just removing a redundant step. The difference between them is the project plan.
The same data entered 3–4 times in different places. Approvals waiting in chats for days. Owner reports assembled by hand for half a day. New staff learning "by word of mouth". Key knowledge in one person's head. All of it has a price.
Depending on the result: a spec for your team, an integration of two systems, CRM/ERP/TMS development or just a procedure change. The audit cost is credited towards the next stage if we do it.
08
Describe which process raises the most questions right now — we'll propose an audit format and a start date.
Describe the task — we'll respond within 24 hours
