Measured in hours back, not buzzwords.

Commercial construction contractor

The problem

Committed costs were invisible for 15 or more days after a PO went out. Five senior people each assembled their own cost positions by hand, and quoting ran on gut feel.

What was built

One real-time cost view per job: POs hit the job the moment they're raised, alerts fire at 80 percent of budget, a rolling 90-day cash flow forecast, and actual-versus-estimated hours sharpen every next quote.

The return

Around 24 hours a week of senior time back, roughly $48,000 a year. One overrun caught early, or one variation claimed two weeks sooner, typically covers the build outright.

National rental car business

The problem

At each of ten locations, someone matched vehicles to bookings by hand. Cars sat idle while bookings went unfilled, and premium vehicles were burned covering economy bookings.

What was built

An allocation engine inside the rental platform, re-optimising every vehicle-to-booking match across all regions every 15 minutes. Staff can override any assignment; the engine re-plans around it instantly.

The return

Around 55 hours a week of allocation work removed, roughly $110,000 a year. In the client's words: a significant increase in utilisation alongside a noticeable improvement in accuracy.

Marine coatings business

The problem

45 staff across three sites, with directors running the paperwork: a day and a half every week reconciling three systems by hand to produce invoices, a standing cost of $60,000 to $80,000 a year.

What was built

Three fixed-price phases following the review: invoice automation, payroll preparation, and central client and job records that moved knowledge into a system the business owns.

The return

Two and a half days of weekly admin removed, including a day and a half of director time, ending $60,000 to $80,000 a year of manual work.

Agricultural fertiliser manufacturer

The problem

50 staff, five systems, thirty spreadsheets. Work in progress invisible for up to two months per batch, true margin never measured, and the forecast living in people's heads.

What was built

Four fixed-price phases: a CRM-to-inventory sync, built because no standard connector existed for the pair and the sync carries pricing and batch rules a generic integration cannot hold; a data platform with an AI query layer over thirty years of history; production tracking with automated freight; and demand forecasting with true margin.

The return

Around 44 hours of manual work a week, roughly $105,000 a year, before the forecasting and margin value. One mispriced product corrected typically covers the final phase.

Accounting firm

The problem

A practice running on Xero Practice Manager, FYI, and CCH Workpapers, with the gaps bridged by hand. Year-end client records arrive as dozens of unstructured PDFs to be merged, renamed, and filed twice. Work paper balances are keyed manually. Subscription billing for hundreds of client organisations is dispersed by spreadsheet, running three months behind. IRD correspondence is buried under junk notifications, and each of roughly 1,100 jobs a year is opened and closed with the same repetitive document handling, 30 to 45 minutes of admin per finalisation.

What we're scoping

Eight automation opportunities identified in a single process walkthrough: a document intake pipeline that classifies, files, and extracts client records; work paper auto-population; automated subscription reconciliation; IRD correspondence triage; and job pack generation the moment a job flips to ready. Human review stays in the loop at every client-facing step, and each item gets its own detailed scoping session before any build begins.

National flooring distributor

The problem

Cin7 was doing its job; everything around it was manual. Every order re-keyed by hand into multiple carrier systems, every export invoice assembled line by line.

What was built

A freight and invoicing integration on top of the existing Cin7 platform, connected to the carrier APIs and Xero, built where Cin7's native carrier connections stopped: multi-carrier routing and line-by-line export documentation. Orders now flow straight through to dispatch and billing. Nothing was replaced, just connected.

The return

Around 14 hours a week of admin gone, roughly 700 hours a year, and dispatch now fast and error-free.

Third-party logistics provider

The problem

Every order from every client's ecommerce store was entered by hand into the warehouse and carrier systems. Every new client added to the daily pile: winning work made the operation harder to run.

What was built

An order-to-carrier integration platform: orders flow from clients' Shopify stores and ERP feeds straight to the warehouse system and carriers. New clients connect as configuration, not custom work.

The return

Around 22 hours a week returned across three staff. Every client added since has arrived without adding headcount to the order desk.