Simpler processes, faster decisions.
The signs are almost always the same: long response times, recurring errors, information scattered across emails, spreadsheets and management software, overloaded key people. Each problem looks small on its own; together they cost margin and clients.
Business process consulting starts with a process audit: I map how work really gets done, measure times and handoffs, and identify the bottlenecks. Then we choose the actions with the best ratio between impact and effort.
Typical actions are concrete: simplifying the sales process and the handoff between marketing and sales, setting up a CRM the team actually uses, clarifying roles and responsibilities, automating repetitive steps, building a dashboard with a few indicators. Only then do we decide whether new tools are needed.
The work is measured in numbers.
A few recent projects, across different industries. In total I have worked with 18+ companies and institutions in more than 15 industries.
B2B clients acquired
Proptech startup
Online campaign ROI
Financial company
Monthly revenue
Restaurant group
Companies supported every week
Consulting firm · marketing, development, sales and data
Where we step in.
You can start from a single area. The best results come when they work together, under one direction.
Sales process and CRM
Pipeline, stages, responsibilities and follow-up.
Marketing-to-sales handoff
Qualified leads that reach the right people.
Operations and handoffs
Who does what, when and with what information.
Automation and tools
Less repetitive manual work, with tools chosen after the process.
Dashboards and KPIs
A few indicators to see whether things are improving.
Management control
Costs, margins and priorities under control.
What changes afterwards.
- Shorter lead timesLess waiting between one step and the next, faster responses to clients.
- Fewer errorsClear steps and checks where they are really needed.
- Less dependence on single individualsWork does not stop when someone is away.
- Reliable dataNumbers collected once and used to make decisions.
- More marginLess time wasted means more capacity at the same cost.
First the numbers, then the priorities, then execution.
With a tech and managerial background and an entrepreneur's mindset, I work alongside management as an external consultant or fractional CMO.
Audit and reading the numbers
History, KPIs, processes, funnel and competitive context.
Priorities and roadmap
What really drives growth, in what order and with which resources.
System and execution
I work alongside the team until the results show up in the numbers.
Answers to the most common questions.
Where do we start?
With a process audit: team interviews, data analysis and mapping of the real workflows. It is the quickest way to understand where to act.
Do we need to change software?
Not right away. First you fix the process, then you choose the tool. The tools already in place are often enough, if used well.
How long does it take to see improvements?
The first simple actions can deliver results within the first few weeks; deeper changes take a few months, with indicators to verify them.
Does the team need to be involved?
Yes, always. The people doing the work know where time is lost, and a new process only works if people understand it and adopt it.
Does it work for service companies too?
Yes. Service, consulting, hospitality and e-commerce companies have different processes, but the same problems with handoffs, timing and data.
Worth reading before you start.
Business process audit: what to analyze and how to do it
When you need a process audit, what to analyze, the seven-step method and a practical example with numbers.
Read
Management control for SMEs: a practical guide for growing companies
How to set up lean management control in an SME: margins, costs, a few key indicators and a monthly routine.
Read
Business consultant: what they do and when an SME really needs one
What a business consultant actually does, the signs you need one, how they differ from other roles and how to choose.
Read