The assessment
28 questions about your business
Answer as things are, not as you would like them to be. A bad answer is more useful here than a good one: it is the one that shows where the hours are.
1 of 28. How many people work in the business, including you?
How it works
Four steps, fifteen minutes
Context
Your size, your trade, and the one thing you would delete from your week. So the advice is your size, and it opens with what you came for.
The interview
24 questions, one screen at a time. Where the hours go, where the data sits, what happens to the odd cases, and what the team would say.
The arithmetic
At the end it asks what an hour is worth, and turns the hours into money a month. The working is shown, not just the answer. Skip that question and you get hours only, rather than a figure nobody chose.
The plan
Quick wins with their cost and setup time, a four day start, the larger projects for later, and the brakes you must not drive through.
What happens next
From the first question to work that is done
You answer
28 questions, 4 about the business itself and 24 about how the work really runs, one screen at a time. About fifteen minutes, with nothing to sign up for.
The report is yours first
It is worked out in your browser and I never see it. Read it on your own, put it through an LLM, take it to any advisor you trust, or send it to me. Until you decide, it goes nowhere.
We talk it through
Thirty minutes on your business rather than on the report's wording: what the numbers cannot see, what you have already tried, and what is actually in the way.
You get the analysis in writing
Within two business days of the call: what I would start with for a quick return, what is worth planning for the longer run, and what I would leave alone for now, in the order I would take them.
If it is worth it, we build it together
If you would rather have the work done than described, we carry on together and put in the tools and automations the analysis picked.
Why this looks different
Most assessments ask about technology. This one asks about your work.
The documented process is almost never the real process. Asked how it starts, people say an email arrives. In fact it arrives from forty senders, no two alike, sometimes a PDF, sometimes a photo, sometimes a forwarded thread, and half the cases are exceptions whose handling rules live in one person's head. That is why this asks about exceptions and not only about systems.
And that is why it asks about people. Rollouts do not fail on technology. They fail when the team believes this is about their jobs, at which point output gets checked twice, mistakes go unmentioned, and the new process gets worked around. From outside it looks like poor technology.
Every recommendation has to pull one of three levers or it does not belong: make more money, save time, or improve what the customer receives. If it pulls none of them, all you get is one more tool to look after.
Common questions
What people usually ask
Is there really nothing to sign up for?
Really. Nothing you answer is sent to a server: your answers are scored inside your browser and kept only in that tab, so a reload does not lose them. Start again clears them. That also means I cannot see who took it. So if you want my read on your result, you have to send it: at the bottom of the report there is a button that opens an email to me with the whole report written out, and nothing for you to type.
Where does the number of hours come from?
From your own answers. Three questions ask you to estimate how many hours a week go into correspondence, re-keying and searching. Each of those is multiplied by the share it is realistic to recover, and the report shows every multiplication separately. Those shares are an estimate rather than a measurement, and the page says so plainly rather than in small print.
Why does it ask what an hour costs?
Because without it hours cannot be turned into money, and guessing would mean showing you a convincing-looking figure I made up. You can skip the question. The report then shows hours only, and says why the money figure is absent.
What does it mean that something must not be automated?
Some answers do not lower a score, they stop the advice. If shared drive permissions have never been checked, for instance, a search assistant will find the payroll sheet in a second and show it to whoever asked. Or if half the cases are exceptions whose rules are written down nowhere, there is simply nothing to automate. In those cases a brake appears at the top of the report, with the condition under which it stops applying.
Would our data leave the firm if we worked together?
It depends on the design, and that is decided before work starts rather than after. Some work runs entirely inside your own infrastructure. Where an external model is used it is named in the contract as a sub-processor, and the data processing agreement is signed before work starts.
How is this different from a Zapier scenario or similar?
A scenario moves data from one place to another and nothing more. It cannot see what came of it, so a year later it behaves identically. What matters is whether the result comes back and changes the next decision. Often a scenario is in fact the right answer, and when it is, the report says so.