Data entry, reconciliation, order processing, document handling, CRM hygiene, vendor admin. We run it against written procedures — and automate every part of it that turns out to be repeatable.
Most back-office work is not hard. It is constant, it is interruptive, and it is done by whoever is standing closest to it.
It is who is spending them. Reconciliation and record cleanup land on an office manager, a controller, or the founder — people whose value is somewhere else. The work gets done late, and everything that needed their judgment waits behind it.
Duplicate contacts, stale statuses and unmatched invoices do not announce themselves. They surface later as a report nobody trusts, an automation that misfires, or a customer who gets an email meant for someone else.
We run the work with people so it stops being a problem this week, and instrument it so we can see the shape of it. Then we automate the parts that repeat — extraction, matching, validation, routing — and the human queue narrows to cases that genuinely need a decision. The monthly report shows volume by work type over time, so this is a claim you can check.
Records created, completed and checked against a defined standard rather than a habit. Whatever a form, integration or agent can populate, it does; a person sees only what failed validation or arrived unparseable. Every correction is logged with a reason, which is how we find that a third of them trace back to one broken form.
Invoices prepared, sent and chased on schedule; payments matched against them; exceptions worked rather than parked in a tab called “check later”. Automated matching handles the clean cases. A person handles the short payment, the missing reference, the duplicate charge and the unapplied credit — and escalates anything needing your approval instead of guessing.
Orders, jobs, applications and service records moved through their lifecycle on time. Automation advances anything that meets the criteria; the desk handles what stalls — a missing document, a failed payment, a change request mid-fulfilment, a status that has not moved in longer than it should. Stalled records get chased rather than accumulating.
Contracts, permits, proofs of delivery, certificates of insurance, signed forms, receipts. Files are classified, named to a convention, filed and linked to the record they belong to. Extraction runs first and review runs second: only low-confidence reads reach a person. Expiry-dated documents are tracked, so nobody discovers a lapsed certificate at the worst moment.
A CRM decays unless somebody is responsible for it. We keep the pipeline honest — stages reflecting reality, owners assigned, dead deals closed, contacts deduplicated, sources attributed — which is what makes your reporting and your automation trustworthy. On the vendor side: onboarding paperwork, insurance and license tracking, rate records and purchase order matching.
Because we build the automation as well as staff the queue, the handoff between them is designed rather than improvised.
Automated workflows do the volume: they read the document, match the payment, update the record, sync the status. Anything they cannot finish with confidence lands in a queue with the context attached — source, attempted action, reason it stopped. A person resolves it and records the resolution in a structured way, which is what lets the loop close in the other direction. Each month those resolutions are read as data: an exception that keeps appearing in the same shape becomes a new branch in the workflow, a validation rule, a retrieval document, or an integration that deletes the manual step. Work that only looked like judgment gets automated away.
Ask what happens when that person takes two weeks off and the honest answer is usually that the work waits, or somebody guesses at it. The exceptions they learned to handle over three years were never written anywhere.
Writing the procedure down is the first deliverable, not a byproduct. It is what lets a second trained person cover the queue on a Tuesday — and it is also the specification an automation gets built from later.
We shadow the work as it is really done, count the volume by type, and write the definition of done for each — plus the list of work that should be automated before anybody is staffed against it.
Free audit · written queue inventoryProcedures written per work type, access scoped to what the work requires, and certification on each type before anyone touches live volume. Nothing goes live on a verbal briefing.
SOPs owned by you · shadow period firstThe desk works to named response and resolution targets, completed work is sampled against the SOP, and every month we ship automation against the exceptions that repeat.
Ongoing · monthly operating reviewBecause a single hire absorbs the work instead of exposing it. A person doing the same task 400 times a month has no reason to log why it was needed, and no time to build the automation that would end it. We staff the same work against written procedures with the exception data captured, so the volume becomes visible and then becomes automatable.
Only what the work requires. Access is scoped per role and per system, granted in your accounts under your administration, and documented in the engagement. Approval thresholds stay on your side: the desk prepares, matches and flags, and a person in your organization approves anything that moves money or changes a contract.
Extraction is automated first and reviewed by a person second. Documents are classified and parsed by the automation layer, fields are validated against the source record, and only low-confidence or mismatched extractions reach the human queue. Confidence thresholds are tuned from real correction data, so the review load falls as the model sees more of your document types.
The monthly report shows volume by work type over time, alongside every automation shipped that month and the before-and-after count for the exception it targeted. If a work type is flat month after month, that is a conversation in the review, not something buried in a summary. Shrinking the queue is the point of the engagement.
In thirty minutes we will map the work, count it honestly, and tell you which parts should be automated before anyone is staffed against them.
Roadmap delivered · whether or not you build with us