Most operational work is not hard, it is just manual: a job is scheduled in one place, tracked in another, and its status lives in whoever last spoke to the customer. We replace that with a system where the work carries its own state and the handoffs happen on their own.
A field-services operator scheduling crews across sites, where the back office only learned a job had finished when someone called in.
Site, window and crew in one record — never re-keyed into a second tool.
Schedule and crew view are the same record, so they cannot drift apart.
Status, notes and photos captured on site — complete before anyone drives back.
The office sees a finished job, not a phone call to transcribe.
We map the process as it is really run, exceptions included, before automating anything.
Schedule, status and history on one object — most integration work exists only because they were not.
Stages advance from events that already happen, not from someone moving a card.
CSV, scheduled summaries and webhooks into the systems you already pay for.
Anything repeated on a schedule, handed between people, or re-keyed into a second system. The test is whether a step produces information somebody else needs — those handoffs are where time is lost and where automation pays for itself. One-off judgement calls are not worth automating.
Usually not. Most engagements keep the accounting or payroll system in place and automate the work that happens around it. We integrate where there is an API and export where there is not.
A single workflow is typically a few weeks from mapping to running. A full operational system is longer and is better built in stages — one process live and in use before the next is started.
They get designed in. Every real process has them, and a system that only handles the happy path gets abandoned in the first week. We map the exceptions during discovery and make them first-class rather than workarounds.
Including the parts people work around. That is the conversation worth having first.