80 hours of consulting work - interviews, team workshop, process design and implementation support. A month after the project ended, the temp worker left - and didn't need replacing. The team handled the same workload without him. And the first positive customer feedback started coming in.
*The ranges for return on investment and annual savings reflect a pessimistic and optimistic estimate - part of the savings is based on qualitative input from the team, not direct measurement.
The Chief Revenue Officer identified recurring client complaints about delayed course delivery and chronic overload in the onboarding team. He brought in an external perspective to find where the problem actually was. During a three-month audit, I mapped the entire onboarding process - from the first client request to course delivery - and identified two key friction points: an onboarding team working without a shared system, and a content team with no visibility over deadlines. The solution needed no new tools and no new people. Everything the company needed, it already had - it just wasn't using it.
I spoke with leadership and frontline team members. Leadership described the problem differently than the team - and the cause was hiding exactly in that gap.
I mapped every onboarding touchpoint visually. The exact friction points - where time is lost and where ownership is missing - became visible.
I brought together leads from different teams. It turned out each team understood the same process differently - and no one knew it.
I designed the new workflow, Salesforce dashboard specifications and content tool upgrade. Implementation was carried out by their operations team - the change remained theirs to own.
The 1,100+ hour saving applies only to the part of the onboarding process that was fully redesigned within the project scope. Applying the same approach to remaining case types would deliver an estimated additional 1,200+ hours annually.
In a 30-minute call we'll look together at whether and where I can help.