Process & Operating Model

Process debt compounds the same way technical debt does. Every workaround your team built last year is now a workaround your team has to maintain, train new hires on, and apologise for. Adding software on top, AI included, makes the problem more expensive, not less.

Luke leads this work. Twenty years across retail operations, logistics, procurement, compliance and quality assurance, and a stint as Managing Director, give him the pattern recognition to read an operating model in days rather than months. He runs operating-model archaeology: where did this workflow come from, who owns it now, who used to own it, what is it really protecting against.

The output is a documented operating model: roles and decision rights mapped to the workflows that actually run the business, governance for the data those workflows produce, and a sequenced plan for removing duplication. It is the layer ERP discovery should sit on, not skip past.

This work is particularly load-bearing before any ERP, AI or systems investment. Buying software to automate a broken process automates the breakage. We fix the process first, then design the systems around it, then apply AI where it compounds.