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Consultants, agencies, surveyors, engineers, recruiters and advisory firms. The expertise is what clients pay for, but a serious share of the week goes on chasing documents, assembling onboarding packs and retyping the same client details.
In professional services the leak is rarely the work itself. It is the wrapper around the work: intake, onboarding, chasing, reporting and follow-up.
If three or more of these are true, there is a straightforward first project in here.
Frequent, repetitive and expensive to get wrong — in that order.
One form triggers the whole sequence: welcome email, engagement letter out for signature, the right checklist for the service, records created in every system, and the internal task assigned. Identical every time, no matter who is on.
A tracked list of what is outstanding per client, with escalating reminders that stop the moment something arrives — and a view showing you who is actually holding things up.
Draft proposals assembled from your own past work, scopes and rate card, ready for someone senior to edit rather than write. Same for recurring client reports and file notes from meeting recordings.
Professional services carry real confidentiality obligations, and that shapes what should be automated. We keep client material inside your own systems, avoid pushing sensitive information through third parties that do not need it, and build anything client-facing as draft-and-approve. Nothing that constitutes advice goes out without a qualified human reading it — the risk is not worth the twenty minutes saved.
Related reading: Build or buy: when a custom tool beats another subscription
You will always know what is being built, what it costs and how to switch it off.
You describe a normal week. We listen for the parts that get done twice.
As it really happens, including the workarounds nobody admits to.
A written definition of done, a fixed price, tested on your real jobs.
Your team trained, documentation left behind, and a check-in a few weeks later.
For some tasks, plainly not — anything constituting advice, or where a confidently wrong answer creates liability. For others it is low risk and high value: structuring your own internal notes, drafting non-client-facing documents, searching your own past work. We map which category each task falls into before building anything, and we would rather leave something manual than be clever with it.
That is a common setup, and it matters less than you would think. Most of the value sits before and after the system — intake, chasing, follow-up — and can be built alongside it without touching the core. Where an integration is genuinely impossible we will tell you early rather than bill you for discovering it.
Reasonably so, and usually because the last supplier over-promised. The counter is to pick one narrow process with an obvious time cost, agree in writing what success looks like, and measure it. A sceptical director with a working document-chasing automation becomes the strongest advocate for the next one.
Yes, and this side is where we started. Tracking which referral sources and campaigns produce fee income, tidying up the website, and making sure an enquiry gets a same-hour response rather than a same-week one.
Twenty minutes, no slides, no obligation. Worst case you get a clear opinion on whether it is worth doing at all.