Eddy Kaba
Chief executiveRuns 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.
For owner-run businesses
Your business, with the daily work off your desk.
Keep the decisions. Lose the work. Pay from the profit.
The invoices nobody has chased, the order that was typed in wrong, the month that closes three weeks late. We take that work over and run it as your team — you keep every decision that binds the business.
A fixed back-office fee, plus a share of profit above an agreed baseline.
The work
You already know which of these is yours.
None of it is urgent on any given day. That is exactly why it is all still here.
Orders arrive as emails, PDFs and phone calls, then get typed into the system by hand. The mistakes reach production before anyone catches them.
Answering one question about price, stock or a past quote means opening four places and losing twenty-five minutes.
Supplier bills run to a hundred lines. They are checked by hand, or they are not really checked.
Invoices go out when someone remembers, and overdue customers get chased the same way.
Delivery paperwork is typed one document at a time, and an audit means days of chasing corrections.
The hire that would fix all of it has been three months away for two years.
Every line above came off a real desk before we took it over. The cost of leaving it is not a number you ever see — it arrives as a late close, a lost order, a price that was never followed up.
What actually happens
We do it on a Monday, so you don't.
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 comes off your desk
- Chasing money. Receivables worked against the ledger every day, reminders written and sent — not remembered.
- The order desk. Orders read, entered, confirmed and followed up, in whatever form the customer sends them.
- Supplier bills. Every line matched to its purchase order, with price drift and overcharges flagged before anything is paid.
- The close and the reporting. Month-end run to a schedule, cash and margin visible weekly instead of three weeks late.
- Payroll, HR and the paperwork behind them. Run, filed and on time.
Your Monday
One report, and the two or three calls only you can make.
You open a single summary: what moved last week, what we decided and acted on under green, what needs an amber answer and by when, and anything red that is yours alone. Everything else has already happened.
What you stop doing: approving prices you have approved a hundred times, re-typing an order somebody already sent, asking where an invoice got to, holding the month open while one account is reconciled.
You still own the business. You stop being the queue.
Who decides what
You keep control. In writing, before we start.
Green
We execute
Reversible, day-to-day calls. We act, then report.
Amber
We propose, then act
Within boundaries agreed with you, we propose an action and a response deadline. If you do not respond by then, we proceed.
Red
You decide
Contracts, headcount, capital, licences. Always you.
We earn a performance share on green and amber only — never on decisions you make.
How we're paid
A fixed fee for the work. A share of what it produces.
Advice got cheap. Owning the consequence did not. Nobody else in this market is paid on whether it worked.
- A fixed back-office fee. Benchmarked against what you already spend running these functions today, so you can compare like for like before you sign.
- A share of profit above a baseline. The baseline is your business as it stands, written down and agreed before we touch anything.
- Measured on collected revenue. Money in the bank, not accounting profit that can be adjusted after the fact.
- The rate is fixed at signing. It does not move as the numbers improve, and it is earned on green and amber decisions only — never on ones you make.
- You keep independent audit rights. Point your own accountant at our workings whenever you want.
Why we can price this way
Our cost base is operators and tooling, not a bench of executives on salary.
Our operators run AI across every function and are accountable for what it produces. That is how seven functions cost what one senior hire would, and it is why we can put our fee at risk instead of billing for hours.
If nothing improves against your baseline, no performance share is earned. The fixed fee still applies, and you still have the work off your desk.
Who we are
The people who will be in your business.
We are asking you to hand over your finance function. You should know who is on the other side of that before you do.
Constantina Apostolou
FinanceAccounting 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.
Micha El Khoury
PeopleHR across the full employee lifecycle, shaped to each business and compliant with the rules it operates under — including building the HR foundations for a pharmaceutical company in Canada.
Amanda Karam
MarketingDemand 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.
Where we start
The bottleneck, and what we take off your desk first.
It looks different in every sector. Here is work we have taken over, what it was costing the owner, and what changed.
In client engagements Client names withheld under confidentiality.
88%
less time to pull product, pricing and stock data
The problem
Product, quote and stock data sat across documents and spreadsheets — 25 minutes to assemble one line.
What we took over
Accounting and operations, the procurement desk and the front line — one source for all product data.
What changed
- 25 minutes a line to under 3
- 120+ hours a month returned
- Same-day pricing decisions
- Reception workload down 80%
100%
of delivery confirmations now generated automatically
The problem
Confirmations were typed by hand, 15 minutes a shipment, and audits meant days of chasing corrections.
What we took over
Shipment documentation end to end — confirmations built from live order data and filed automatically.
What changed
- 15 minutes a shipment to none
- Records fully GMP-compliant
- Audit prep from days to hours
- About $15,000 a year in labour
80%
less time to handle an incoming order
The problem
Orders arrived as emails and PDFs, then were rekeyed into the ERP by hand. Mistakes reached production.
What we took over
Order intake — details read from whatever the customer sends and entered as production and sales records.
What changed
- 15–20 minutes an order to under 4
- Entry errors from 6–10% to under 3%
- Over $4,000 a month saved
- 100+ labour hours a month freed
Seconds
to reconcile a supplier bill that took 15–30 minutes by hand
The problem
Supplier bills of 20 to 100 lines were checked by hand, and overdue customers chased when someone remembered.
What we took over
Five processes end to end: bill-to-PO matching, sourcing carts, shipment invoicing and receivables — each drafted for one-click approval.
What changed
- Five accounting processes taken over end to end
- Every line matched to its PO, overcharges flagged
- 10 minutes a shipment on invoicing to none
- Receivables chased daily, not ad hoc
One system
instead of packaged software plus spreadsheets
The problem
Packaged systems are written for a generic wholesaler. Whatever does not fit ends up in spreadsheets.
What we took over
The system itself — an ERP built for a wholesaler and configured around how the business actually runs.
What changed
- An ERP built for the wholesaler, not adapted to one
- Configured to their process, not a template
- Extendable as the business grows
$33K
a year less than an in-house marketing team
The problem
A firm entering a crowded market with no marketing team. Visibility work kept losing to billable work.
What we took over
The marketing function — research, publishing, scheduling and audience engagement, running continuously.
What changed
- 3 inbound partnership approaches in six weeks
- About $33,000 a year against hiring in
- Engagement from 5–8% to 28%
- Under 200 followers to 1,500+ in 45 days
The figures are the ones each engagement was measured on. Every engagement starts by agreeing which of them we are measured on and where yours stand today. That baseline is written down before we touch anything, and it is what the performance share is calculated against.
In businesses we own and run Named, because they are ours — the same seven functions, inside companies whose profit and loss we carry.
7
functions run inside a company we own
The problem
A software business carries the same seven functions as any other, with no executive bench and no budget for one.
What we run
All seven, in our own company — finance and reporting, the support queue, the product and release work, and the demand side.
How it runs
- The same operating model we sell to you
- Built and operated in-house, no agencies
- Our own profit and loss carries the result
$90K
a year of prospecting labour, handed back to the business
The problem
Three people were researching markets and writing every message by hand instead of selling.
What we run
The prospecting end of the revenue function — market scanned, decision-makers identified, outreach prepared ready to send.
What changed
- About $7,500 a month in labour
- Manual prospecting down to none
- List and outreach ready same day
- Revenue hours under 40% to over 85%
And when you want the rest of it — seven functions, one team.
Finance
Controller, month-end close, cash reporting.
People
Payroll, HR, compliance.
Operations
Order flow, fulfilment, supplier follow-up.
Customer service
Enquiries, complaints, retention.
Revenue
Pipeline, pricing, follow-up.
Marketing
Demand generation that runs without you.
Technology
The systems the other six depend on.
Fit
Built for a specific business. Not every business.
$3M–$20M revenue15–80 staffNo executive benchDistribution · wholesale · logisticsProfessional services
Right fit
- Owner still personally in the operating detail
- Existing customers, business plateaued
- Margin trapped in manual process
- Regulated sectors welcome
- Holding the business five more years
Wrong fit
- Pre-revenue
- The problem is demand, not capacity
- You want a fixed-scope vendor
- You're selling within a year
- You want to approve everything
Questions
Before you hand over the work.
What happens in the business review?
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. Nothing is taken over and no fee is agreed until you have seen them.
How can you run seven functions at this cost?
Our operators use AI to carry out the work and supervise its output. Our cost base is operators plus tooling, which is how we can run the functions without the cost of a full executive bench.
Are you replacing my team?
We work alongside your existing team and take responsibility for the agreed functions. Any staffing decisions remain yours.
What if nothing improves?
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.
You'll have our payroll and financials. How is that handled?
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 the audit rights point at us: your own accountant can inspect our workings whenever you want, without asking. Access itself is agreed function by function and written into the terms. Please keep sensitive records out of your first enquiry.
How it starts
Start with a clear view of the business.
01
Review the business
Understand the work. Agree a baseline and rank the priorities.
02
Agree the terms
Put scope, decision bands, fees and audit rights in writing.
03
Start the handover
Begin with finance and payroll, on the agreed schedule.
04
Extend the work
Bring in the remaining functions in the agreed order.
Request a business review
Tell us about the business.
Tell us a little about your business. We can discuss whether the review is a fit.