Process consulting that takes cost and friction out of how you operate
We map how work actually flows through your business, find where margin and time leak out, and rebuild the process with the people who have to run it every day.
Four practices that pay for themselves
Most clients come to us with a cost problem or a growth problem that turns out to be a process problem. We start where the evidence points, not where the org chart says.
Process Reengineering
Current state mapping, bottleneck analysis, redesign and automation of the steps that do not need a human. Measured against cycle time, not activity.
Cost Optimization
Spend analysis, vendor and licence rationalisation, make versus buy decisions and a savings plan with owners and dates against every line.
Offshoring and Outsourcing Strategy
Which functions travel well and which do not, location and partner selection, transition planning, governance and the service levels that keep quality honest.
Recruitment Services
Role design, competency frameworks, structured interview kits, sourcing support and onboarding, so the people you hire can succeed in the process you just built.
Practitioners who have run operations, not just reviewed them
Our process consultants average 15 years across shared services, BPO, manufacturing, banking operations and high growth startups. The bench holds Lean Six Sigma Black Belt and Green Belt, PMP, COPC, ITIL and SHRM-CP certifications, and several have built offshore delivery centres from the ground up.
Evidence first, then change
We will not recommend a restructure on the strength of a workshop. Every recommendation is backed by observed data from your own operation.
Observe
Two to three weeks on the floor and in the data. Time and motion, handoffs, rework rates and the workarounds people have quietly invented.
Redesign
Future state design with the team that runs it, a costed business case, and a sequencing plan that protects service during the change.
Embed
SOPs, dashboards, training and a 90 day stabilisation window, so the improvement survives after we leave the building.
A sample of recent process work
Client names are shared on request where our agreements allow it.
Shared services centre
A finance back office drowning in email approvals. We mapped 240 handoffs, removed 90 of them and automated the routing that remained.
Mid market manufacturer
Vendor sprawl after three acquisitions. Consolidated 60 suppliers to 22 and renegotiated the licence base without touching headcount.
Fintech scale-up
Needed a 40 person offshore team in two quarters. We designed the roles, chose the location, built the interview kit and ran the transition.
What the engagement felt like
They spent three weeks on our floor before proposing anything. By the time the recommendations came, our own supervisors were already arguing for them.
The savings were real and they showed up in the P and L, not just the slide. What surprised me was that nobody lost their job over it.
We had tried to build an offshore team twice and failed. Third time we used Quantik and it held, mostly because they fixed the process before hiring anyone.
Where is your process leaking?
Bring us the number that is bothering you, whether it is cost, cycle time or attrition. Twenty minutes on a call is usually enough to tell whether there is something worth chasing.