Case studies
One real build for our first client, and two worked examples that show the math. Each example is labeled for what it is.
The client. Bimini Technologies, a two-person financial technology company in Atlanta. The founders were raising money from investors while also building their product. Every hour spent on administration was an hour not spent on the product.
The problem. Investor outreach created a pile of manual work. Contact information lived in five different places: a spreadsheet, an email account, text messages, a CRM export, and public filings. Before every investor call, someone had to gather the history by hand. Keeping track of who had been contacted, who had replied, and who needed a follow-up was done from memory and a spreadsheet.
What we built.
The result. Call preparation dropped from roughly 20 minutes of searching per investor to under one minute. Follow-ups stopped being forgotten. Two founders ran an outreach effort covering more than 100 investors without hiring anyone.
Time figures are the client's own estimates from running the system.
The client. A 12-person investment advisory firm. Five advisors, each managing roughly 90 client households.
The problem. Before each client meeting, an advisor spent about an hour getting ready: pulling the account summary, rereading old notes and emails, and building a short agenda. After the meeting, another 30 minutes went to writing notes, sending a recap email, and creating follow-up tasks. At 10 meetings per advisor per week, the firm spent about 75 hours a week on this, all of it done by its highest-paid people.
What we would build.
The math. If preparation drops from 60 minutes to 15, and follow-up drops from 30 minutes to 10, each advisor saves about 10 hours a week. Across five advisors, at $100 per hour of advisor cost, that is roughly $260,000 a year. A build of this size would cost a small fraction of that in the first year.
All numbers are estimates to show how the math works.
The client. A restaurant with 35 employees, one location, and about a dozen regular suppliers.
The problem. Suppliers sent invoices as paper slips, email attachments, and photos in text messages. The manager typed each one into the accounting system by hand, about five hours a week, and errors crept in. Weekly ordering was done from memory and a walk through the storage room, so the restaurant sometimes ran out of items mid-service and sometimes over-ordered food that spoiled.
What we would build.
The math. Invoice entry drops from about five hours a week to under one. Price flags catch overcharges that were previously invisible. Order suggestions cut both stockouts and spoilage. At a manager cost of $30 per hour, the time alone is worth about $6,000 a year, and the caught overcharges and reduced spoilage are typically worth more than the time.
All numbers are estimates to show how the math works.
The free assessment shows you exactly what your busywork costs and what fixing it is worth.
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