• LATEST

Placeholder ticker — e.g. Hui speaking at GS1 Connect 2026, Las Vegas · 14 May

Contact Us

Operations Diagnosis

A two-week engagement that ends with a written report in four parts: your people, your process, your data and your infrastructure, with a prioritized plan attached.

The operational friction is real and you can feel it. What you cannot do is put a finger on where it sits.

2 weeks

That is what it takes to find exactly where the friction is, what it is costing you, and how to fix it.

The operational friction is rarely where you think it is

A business that has grown for many years has rarely had its way of working redesigned to keep up. Processes settled into habits, habits settled into people’s heads, and systems were bought one at a time and never made to agree.

Nothing announces itself when that happens. Margins thin, the same tasks keep coming back to you, and the business starts adding cost faster than it adds profit.

You are inside the operation, which is why the parts costing you most are the parts that have felt normal for years. Two weeks of someone from outside looking at the same business without that blind spot, putting numbers against what they find, is usually all it takes to see it.

What we uncover

We find the answers to your most persistent operational questions

Why has the business stopped growing?

Growth usually stalls inside the operation before it stalls in the market. The constraint is normally one step that quietly caps how much work can pass through it.

Where is the margin actually going?

You know the gross figure. What is harder to see is which customers, products or steps return less than they cost to serve.

Why does so much still come back to me?

Which decisions genuinely require you, and which ones require you only because nobody has ever recorded how they are made.

Which system holds the correct number?

When two records disagree, which one is right, who maintains each of them, and what happens in the week that person is unavailable.

Why can we not get a straight answer out of our own data?

Most businesses hold far more than they use. What matters is which fields are worth maintaining, who owns them, and why a simple question still takes three people to answer.

… and more, depending on the business.

Start the diagnosis

Deliverables

What you get

A written report in four parts, setting out where your operation stands today. With it, the numbers underneath what you are seeing and a prioritized plan: what to fix first, what it is costing you now, and what fixing it is worth.

People

Who actually does what, and where responsibility is genuinely shared or missing. Reporting lines in a smaller business are rarely as clean as the chart suggests.

you get

An org chart or working list of how decisions are really made.

Process

How the work moves in practice rather than in the handbook: who touches what, in what order, and where a job stops progressing.

you get

A BPMN 2.0 process map in standard notation, easily understandable for anyone.

Data

Every source, the fields held on each, and who creates, maintains and owns the records. Which system is authoritative when two disagree.

you get

A data health check with a schema comparison against industry norms.

Infrastructure

Every major application in use and what it is genuinely used for, alongside the equipment and premises the operation depends on.

you get

An IT stack and infrastructure list, including what is paid for but unused (or underutilized).

DEPENDING ON THE BUSINESS, WE ALSO LOOK AT

CUSTOMERS AND MARGIN
  • Top customers and the share of revenue behind them
  • Whether gross profit is monitored, or only sales
  • Whether gross profit meets accounting standards for cost capitalization
VENDORS AND OUTSOURCING
  • Dependencies and supplier concentration
  • Segmentation across the supply base
  • Where data does and does not integrate between you and the people you rely on
STRUCTURE AND STANDARDS
  • Roles that exist because of history rather than need

Why this is possible now

Finding the friction used to be out of reach for small businesses

Fast turnaround

Two weeks to get a final report.

Ranked, not listed

Three or four things that matter, ordered by cost.

Priced as a decision

Finding out costs less than carrying on guessing.

3 months

$50,000

2 weeks

$1,990

Work that took a team and a quarter now takes two weeks.

Start with the Diagnosis

Client results

What founders said afterwards

Learn more about our clients' success stories.

Hui showed us how GS1 standards could strengthen our provenance credentials and help us tackle counterfeiting, which is a real and growing problem in the spirits industry. The tools to fight it were already built into the standards. We just needed someone who knew how to use them.

Aaron Robinson

Co-Founder, Gold Rhombus Distillery – Australia

Before I spoke to Hui, I had never heard of 2D barcodes for products or GS1 Digital Links. Now we are ahead of the market. Our customers scan the QR codes on our products and we watch the dots appear on the map in real time. Hui calls it "Customers Phoning Home." That post-purchase engagement is something we did not know was possible.

Peter Jenkins

Owner Skin Federation, Melbourne, Australia

Hui installed all the barcodes, and everything was scanning with touch screens. The inventory was 100%. Hui knew all the GS1 rules. If we had a barcode question, we asked Hui.

David Rios

Warehouse Manager, Momentum Management LLC – California

The sales process Hui designed for us is still running today in Salesforce, more than 15 years later. What set it apart was that it helped us, not hindered us. Most software implementations feel like they were designed for the system, not the business. Hui designed for the business first. That is why it has lasted.​

Ralph Ehses

Ralph Ehses

Hui is very clever at finding low-cost solutions to small business problems. We now have an AI agent monitoring our staff's time and attendance, and we get analytical reports emailed to us every Monday morning. We were also able to unsubscribe from Lightspeed Analytics and get better reports. He did not make us buy more software. He helped us pay for less. And now he is helping us be found and seen with our Agentic Commerce Strategy.

Tim Farrell

General Manager, Danish Blue Stores – Australia

There are very few people who can understand both the business and technical sides of things. Hui is one of them. He bridges those two worlds without losing detail on either side.

Kiran Kolli

Integration Architect, Tvarana – Texas

The sequence

The Diagnosis is step one

Four stages, run in order. The Diagnosis is where we find what is actually wrong and what it is costing you.

01 / FIND THE FRICTION

  • YOU ARE HERE
Operations Diagnosis

Two weeks. We map how the work actually flows and put numbers on what the friction is costing you.

02 / FIX THE PROCESS

Foundation

The processes get rebuilt, written down, and handed to the people who use them.

03 / IMPROVE THE SYSTEMS

Systems and Automation

Tooling, once there is a process sound enough to carry it. Automation, integrations, etc.

04 / KEEP IT ALL RUNNING

Operating Partner

Someone senior keeps improving the processes and measuring what is actually working.

Every engagement starts with the diagnosis

Not because it's a rule, but because scoping a fix without knowing what's causing the problem is how expensive mistakes happen.

5.0

Trusted by 40+ SME businesses

Start with the Diagnosis

What others charge $50,000 for, we do for $1,990.