Process audit
We sit with the operation as it runs and map how work actually moves — including the parts nobody wrote down. You get a map of where it breaks, what each break costs, and what to fix first.
OyslanderSolutionsFor businesses
When the operation outgrows its spreadsheets
For companies of 20 to 200 people where the process is starting to come apart: orders lost between tools, numbers that need checking before every meeting, and a few people holding it all together from memory. We stabilise what is breaking first, then build the system it should have been.
- Process audit
- CRM/ERP around your process
- Legacy replacement
- AI in the routine
The problem
Signs it is coming apart
- The real process lives in spreadsheets, chats and one person's head.
- The same data is entered two or three times, and the copies disagree.
- Nobody trusts a report until someone has checked it by hand.
- A boxed CRM was bought, and half the work still happens next to it.
The work
What we do
CRM/ERP around your process
Orders, production, stock, costing and reporting in one data model, built around how the company already works. Delivered one workflow at a time, each in daily use from its first release.
Legacy replacement
Moving off in-house software the business has outgrown, one workflow at a time, with the old system kept running as the fallback until the new one has earned the traffic.
AI in the routine
Documents, receipts and photos read into structured records; classification, routing and drafting inside the workflow. All of it fenced by validation, so a failure is a visible refusal, not a quiet wrong number.
Cases
How it went for others
AI · Costs
AI costs back within budget, with no loss of quality
- Before
- Spending on AI tools inside an internal working product ran at roughly four times the planned level while the workload stayed the same. The question was whether those features were worth what they cost.
- What we did
- We audited every stage in real use: which AI outputs staff actually used, where the system was doing unnecessary work, and where errors arose before the model, in data preparation. Only the operations people relied on stayed automatic; the rest moved to on-request, with caps and staged processing.
- Outcome
- Peak load costs about 70% less and fits the budget, and the system responds noticeably faster. A more expensive model was not needed.
Processes · Systems
One system as the basis for one process
- Before
- Departments worked by different rules and in different tools. There was no shared, standard process, and some requests were lost at the hand-offs between teams.
- What we did
- We moved the teams into one system adapted to the company's real process. The migration showed at which stages requests were dropping out, and together with the managers we reorganised how the departments work, not only the system settings.
- Outcome
- One process for every team, with the cause of the losses resolved at the level of how work is organised, not only the tool.
Analytics
Auditing a report before decisions are made on it
- Before
- One of the key reports showed staff performance as noticeably worse than it really was, and management relied on it for assessments.
- What we did
- We took the calculation apart and found the system counted a single event several times, once for every employee it touched. The logic now counts only real cases.
- Outcome
- The figure fell by about 80% and now matches reality. The report can be trusted for decisions again.
Where to start
Start with the process audit
A fixed scope, agreed once we have seen the process. We estimate from the real volume of work, not from a first impression.
- A call: what the business does and where it hurts
- Time with the operation as it runs
- A map of the breaks and what each one costs
- A staged plan: the first workflow to fix and what it takes
Team
A small team with a long history
We are a small team, and that is our strength. Everyone brings their own experience, and together we take a problem all the way: from the first conversation to a system that runs for years.
You talk to the people who do the work, with no chain of intermediaries in between. Decisions get made quickly, and named people answer for the result.
Founder — Andrii Tishchenko
Tell us where it breaks
What the process looks like today, and the point where it stops working.
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