Practical ideas to modernize the business without chasing hype.
Method over motivation, evidence over opinion.
90% already use AI. Only 6% win with it.
Why the advantage is no longer adopting artificial intelligence, but having the method to capture it. With data from McKinsey, BCG, Deloitte and Stanford.
Read the article →5S isn't just for the factory. It's for the whole operation.
How a 1970s industrial method brings order to processes, data and decisions in any service company.
"We need AI" rarely means what it seems.
How to move from hype to return: finding where AI actually moves a number in the operation.
Double sales without doubling the chaos.
What to prepare in the operation before scaling: capacity, SOPs and governance.
Real cases. One thing in common: measurable results.
Operations standardization at two public adjusting firms (Florida)
Two fast-growing firms, in the same sector, operated without documented procedures, clear roles or performance controls. Cases were handled on individual experience, with inconsistent execution and lost revenue opportunities.
We designed and implemented a standardized operating model — SOPs, roles, approval workflows and KPIs — and moved it into a workflow management system (Odoo): stages, statuses, permissions, notifications and dashboards. We built AI agents for document reading and summarization that accelerated decision-making and responses to the insurer.
Fixed-asset module implementation (SAP FI-AA)
After a merger, fixed-asset management, capitalizations and depreciation were handled manually through journal entries. With no unified system, there was no control or traceability.
As Finance functional lead, we led the SAP FI-AA implementation: asset classes, depreciation methods, historical data migration, reconciliation and automated capitalization of CAPEX projects. We documented procedures and trained users.
Financial governance of a 1 MW power generation CAPEX project
The plant needed a 1 MW backup generation system to improve operational continuity and energy efficiency, with an investment that had to be rigorously justified and controlled.
As the project's finance lead, we validated the business case, coordinated CAPEX approval, controlled budget and variances during execution, and led the financial closeout and asset capitalization.
Strategic transformation program at a regional company
Within a regional competitiveness program, a participating company needed to define its strategic position, growth priorities and an execution roadmap.
As strategic operations consultant, we coordinated workshops and analysis, validated business and financial information, and developed the strategic deliverables: priorities, growth initiatives, positioning and implementation roadmap, with follow-up.