Work that changed how businesses run.

The situation

A five-person architecture studio in Prague was managing twelve active client projects simultaneously. Every project had its own email thread, shared drive folder, and informal WhatsApp group. When a client asked for an update, the principal architect had to search across three systems to piece together a current picture.

New team members took weeks to get oriented. Document versions were a persistent problem. The studio was growing but the operational structure was not keeping pace.

What we did

We started with a two-day audit, interviewing each team member about how they currently tracked their work. We mapped the full project lifecycle from client brief to final delivery and identified eight distinct friction points.

We designed a project board structure in a tool the team already had access to but had never configured properly. Each project phase became a column. Each deliverable became a card with an owner and a due date. Client communication was routed through a single shared inbox linked to the project board.

We also redesigned the shared drive architecture. Every project folder followed the same structure. Naming conventions were documented in a one-page reference guide pinned to the drive.

The outcome

Within four weeks the team was using the system consistently. The principal architect reported spending significantly less time on status updates. New projects were onboarded into the structure from day one. The studio went on to hire a sixth team member who was operational within their first week.

The situation

A boutique consultancy was spending several hours each week on new client onboarding steps that had never been formalized. Each new client required a call to explain the engagement process, a follow-up email with documents, a separate email with login details, and a reminder email when they had not responded. The process was entirely manual and relied on one person's memory.

What we did

We documented the full onboarding sequence and identified which steps required human judgment versus which were purely informational. We designed a digital intake flow: a structured form that captured all necessary information upfront, followed by an automated sequence that delivered documents, login details, and a welcome guide without manual intervention.

We also created a simple client status board so the team could see at a glance where each new client was in the onboarding process.

The outcome

The consultancy's onboarding process became self-service for clients. The team's involvement shifted from executing the process to reviewing it. New clients received a more consistent and professional experience. The principal consultant recovered several hours each week.