CX Systems & Operations Consulting
When the work is spread across your team but the decisions still come back to you, something structural is missing. I find out why and build the structure that lets your team make those calls without waiting on you.
Routine decisions still end up on your desk.
Everyone works hard, and things still slip between people.
You have SOPs. Nobody is quite sure who keeps them current.
A customer issue is marked done while the customer is still waiting.
Too much of the business runs on what a few people remember.
You want automation, but the process underneath isn't clear yet.
Growth has added people, but not clarity about who owns what.
Your leaders are busy, and priorities still pull in different directions.
You know which processes need fixing, but nobody has time to map them.
Observe
Diagnose
Design
Execute
Look at how work actually moves, not only how it's documented.
Find the structural pattern behind the symptoms, and say plainly what's still unknown.
Build the ownership, decision rules, escalation paths, and workflows that fit your business.
Turn the design into tools your team can use, and support them as they put it into practice. Your team runs the operation. I help the structure hold.
Diagnose & Design
Build & Implement
Ongoing Operations Support
Find out why things keep slipping, and design the structure that fixes it.
Process mapping, SOP development, and documentation your team actually uses.
Steady, hands-on help keeping work moving.
Illustrative example
Routine supply purchase: owner approves. Authority not documented.
Customer service credit: no approver named. Authority not documented.
Complaint escalation: no approver named. Requires validation.
SOP updates: no owner named. Ownership not documented.
New contract sign-off: owner approves. Documented.
A business has an org chart, job descriptions, and a folder of SOPs. Between them, they explain who does the work. Often, none of them says who decides: who can approve a purchase, settle a customer complaint, or call something serious enough to escalate. So those decisions drift back to the owner, even when the work itself is well spread out.
A template would hand you another SOP. What the business needs is to decide, and write down, who decides. Finding that means looking at how the operation really runs, being clear about what's documented and what isn't, and checking the picture with the people who know.
DEMONSTRATION PROJECT
DEMONSTRATION PROJECT
Customer Issue Resolution System
Lead Intake & Qualification System
Why customer issues fall between people, and the ownership, escalation, and response structure designed to close the gap.
Making qualification criteria, required information, and decision authority explicit at the first point where a business decides whether to take on work.
FOUNDER TESTIMONIAL
"If you are a startup in your scrappy stage early on and you're looking for someone to come on board and help build those systems and things that you need to get you to the next level, I highly suggest working with Monica."
Roman Peysakhovich, Founder, Cleango
We worked together for several years, starting in the company's early days. He's describing the customer operations systems I built there.
Tell me where things feel most tangled. I'll tell you honestly whether I can help.