Keep the decisions. Lose the work. Pay from the profit.
We run the daily work as your team. You keep the company and every decision, and we’re paid from the profit we add.
A fixed back-office fee, plus a share of profit above an agreed baseline.
We set it up and run it. You get one report every Monday.
None of it is urgent on any given day. That is exactly why it is all still here.
Open any one to see what we do about it.
Every line came off a real desk before we took it over. The cost never shows up as a number. It shows up as a late close, a lost order, a price nobody followed up.
What would it be worth to your business if none of this reached your desk again?
Before anything moves, we write down where the business stands and what we are allowed to decide. Then the work moves across, one function at a time, on an order you agree.
What you stop doing
You still own the business. You stop being the queue.
Reversible, day-to-day calls. We act, then report.
Within boundaries agreed with you, we propose an action and a response deadline. If you do not respond by then, we proceed.
Contracts, headcount, capital, licences. Always you.
It starts with your approval. In the first weeks, every amber call waits for your yes. A decision moves to green only when you agree it should.
We earn a performance share on green and amber only — never on decisions you make.
It looks different in every sector. Here is work we have taken over, what it was costing the owner, and what changed.
| Sector | Measure | Before | After |
|---|---|---|---|
| Pharmaceutical Wholesaler | Time to assemble one line of product data | 25 min | under 3 min |
| PeoplePharmaceutical wholesaler | Policies, contracts and employee files | none | a full set |
| Logistics | Time on paperwork per shipment | 15 min | none |
| Manufacturing | Time to handle an incoming order | 15–20 min | under 4 min |
| Professional services | Inbound approaches in six weeks | 0 | 3 |
| Finance & accounting | Time to reconcile a supplier bill | 15–30 min | seconds |
| Software & SaaS | Systems the business runs on | packaged software plus spreadsheets | one system |
| ApplyBoostOurs | Applications completed a month | 11 | 9,000 |
| Empire MediaOurs | Share of hours on revenue work | under 40% | over 85% |
| ApexOurs | Meetings booked a month | 8–10 | 28 |
less time to pull product data
Product and stock data scattered across documents: 25 minutes for every line.
Accounting, operations, procurement and front-line coordination.
late pay runs or missed filings in 28 months
Managing the team was chaotic, with no HR function behind it: no written policies, contracts or employee files, and payroll sat with an outside firm that was hard to reach.
The full HR function, built from nothing and run end to end.
of delivery confirmations now generated automatically
Confirmations were typed by hand, 15 minutes each. Audits meant days of chasing corrections.
Shipment paperwork end to end, built from live order data and filed automatically.
less time to handle an incoming order
Orders arrived as emails and PDFs and were rekeyed by hand. Mistakes reached production.
Order intake: details read from whatever the customer sends, entered as production and sales records.
listings across three sales channels, including Amazon & Noon, run from one place
Stock, orders and listings spread across their own website and two marketplaces, each with its own fees and rules, and no single view of profit.
One place for stock, orders and listings across every channel. It shows monthly fees and profit, keeps prices competitive under our control, and finds new products to sell based on what already sells well locally.
companies came to us in six weeks
A new market entrant with no marketing function, where visibility work kept getting pushed back.
The full marketing function: research, publishing, scheduling and engagement.
stock that reflects reality
Stock was only trusted after the annual count, so the team could promise customers stock that wasn’t on the shelf.
Every pick, every truck out and every unit received updates the stock number the moment it happens.
to reconcile a supplier bill that took 15–30 minutes by hand
Supplier bills of 20 to 100 lines checked by hand, overdue invoices chased when someone remembered, and no written accounting policies to work from.
The finance function, end to end. We wrote the accounting policies and procedures from scratch, then built 36 automated daily, weekly and monthly workflows covering invoicing, bill matching, reconciliations, payroll and the month-end close.
overdue invoices chased on schedule, not when someone remembers
Overdue invoices were chased when someone had time, sometimes to a contact who had already moved on.
Overdue invoices are monitored daily, and every week each one triggers a chase email to the customer’s current accounts-payable contact.
instead of packaged software plus spreadsheets
Packaged systems are written for a generic wholesaler. What does not fit ends up in spreadsheets.
The system itself: an ERP built around how this wholesaler actually runs.
These are the figures each engagement was measured on. Yours start the same way: we agree which numbers count and where they stand today, in writing, before anything moves.
applications a month, up from 11 nine months ago
Every employer uses a different hiring system, with its own forms, accounts and checks. Job seekers give up on most of the applications they mean to send.
A platform that matches each candidate to live jobs and completes every application for them, end to end, on the employer’s own hiring system.
of the team’s hours now go to revenue work, up from under 40%
Marketing, accounting and HR all ran by hand. Three people researched and wrote every outreach message instead of selling, the month-end close took 1–2 weeks of manual work, and HR time went on paperwork and policies rather than on the team.
Marketing, accounting and HR, run end to end: prospecting and outreach, the month-end close and HR administration, each owned by a named person on our team.
meetings in one month, up from 8–10
Warm leads were going cold. Follow-up was manual, messaging inconsistent, and booking a time took several exchanges.
The outreach function end to end — spotting engaged leads, writing and sending across email and LinkedIn, booking the meeting and following up.
Advice got cheap. Owning the consequence did not. Nobody else in this market is paid on whether it worked.
Our operators automate the routine work across every function and answer for every result. Seven functions cost what one senior hire would.
If nothing improves against your baseline, no performance share is earned.
We are asking you to hand over your finance and HR. You should know who is on the other side of that before you do.
Runs the group’s own businesses and the client operations alike, on one measure: direct, visible movement in the bottom line. It is why the fee sits at risk rather than on an hourly sheet.
Accounting and reporting end to end — invoicing, reconciliations, payroll, the close and the P&L. In one distribution engagement that included taking the check on a supplier bill from thirty minutes to seconds.
HR from hiring to exit, to the rules each business runs under. For a pharmaceutical wholesaler in Quebec, that meant a full HR function built from nothing, in French and English.
Demand generation that keeps running without the owner in it — research, publishing, outreach and the follow-up behind it, including the prospecting engine behind the marketing figures on this page.
Controller, month-end close, cash reporting.
Hiring, contracts, reviews, payroll, compliance.
Order flow, fulfilment, supplier follow-up.
Enquiries, complaints, retention.
Pipeline, pricing, follow-up.
Research, content, publishing, outreach and the follow-up behind it.
We fix the systems your business runs on, then run the work on them, so you don’t miss another call, client or order.
We go through how the business actually runs: the ledger, the order flow, payroll, the systems, and where your own time goes. It ends with three things in writing. A baseline of where you stand today, a ranked list of what is costing you most, and a proposed split of decisions into green, amber and red. You keep all three whether or not you go further.
That is what the business review shows: what each bottleneck costs you today, in your own numbers, before you decide anything.
Our operators use AI to carry out the work and supervise its output. Our cost base is operators plus tooling, which is how we run the functions without the cost of a full executive bench.
We work alongside your existing team and take responsibility for the agreed functions. Any staffing decisions remain yours.
The performance share is earned only above your locked baseline. If there is no improvement against that baseline, no performance share is earned. The agreed fixed back-office fee still applies.
The honest concern is that whoever keeps the books can shape the number they are paid on. So the rate is fixed at signing, calculated from your historical margin. Nothing we do to the ledger afterwards can move it. The baseline is locked in writing before we touch anything, the year-end review is independent of us, and your own accountant can inspect our workings whenever you want, without asking. Access is agreed function by function and written into the terms. Every figure we produce is reconciled to the penny, and anything that doesn’t match is flagged for review.
Everything we build is written down and stays yours — policies, contracts, employee files, process guides and training. The next person picks it up from the page, not from us.
Your first result, before any commitment: a written baseline and a ranked list of what is costing you most. Yours to keep.
Put scope, decision bands, fees and audit rights in writing.
Begin with the function that costs you most, on the agreed schedule.
Bring in the remaining functions in the agreed order.
Tell us a little about your business. We can discuss whether the review is a fit.