Industries We Work In
We are industry-agnostic by design. You do not need to know a business to understand a business process, and coming in without assumptions is frequently the advantage. Here is where that has taken us.
Not knowing your industry is part of why the mapping works.
A consultant who already knows the sector arrives with a view of how the process ought to run, and tends to hear confirmation of it. Someone who does not know the sector has to ask why at every step, which is precisely the question that surfaces the workaround nobody had thought to mention.
The technical content of your work is yours. Your people are the experts in it and we do not pretend otherwise. What transfers between industries is the structure underneath: handoffs, approvals, ownership, documents, systems and the places where those come apart.
Where We Have Worked
Manufacturing and forestry
Production and supply chain processes where a handoff between shifts or sites is where the cost accumulates. Clients have included Canfor and Plascon Plastics.
Public sector and regulated bodies
Municipal and safety-regulatory environments, where the process has to be defensible as well as efficient and the documentation has an audience beyond the organization. Clients have included the City of Richmond and Technical Safety BC.
Print and supply chain services
High-volume operations with many parallel jobs, where the difference between the documented process and the real one becomes expensive quickly. Clients have included Lahlouh in the San Francisco Bay Area.
Hospitality and food service
High-turnover environments where onboarding speed is the whole game and process knowledge walks out regularly. Clients have included Harbourside Hospitality and Baro.
Technology and professional services
Growing firms where the founders can no longer hold the operation in their heads and the informal transmission of knowledge has started dropping things. Clients have included IS Solutions, DAGLabs and Blue Door Communications.
Where the Work Pays Off Most
Sector matters less than shape. The pattern that predicts a useful engagement is fairly consistent regardless of what the company makes or sells.
- Between fifty and five hundred people, with the sweet spot around fifty to a hundred
- Grown faster than the documentation did, which is most companies that have grown at all
- Processes that cross two or more teams, because that is where ownership goes missing
- A departure or an absence that hurt more than anyone expected it to
- A system change coming, and no reliable account of what the current system is doing
Does your situation sound like any of these?
It usually rhymes rather than matches. Tell us what is happening and we will tell you whether we can help.