THE STARTING POINT
The company had grown without its organization evolving at the same pace. Sales inquiries came in through several channels, quotes were prepared and followed up manually, job-site information moved between calls, emails and messaging apps, and invoicing depended on updates from the field.
With six employees, this friction directly limited the company's capacity to take on more projects. The owner alone spent nearly 11 hours a week coordinating files, looking for information and checking that actions had actually been completed.
The initial diagnostic, carried out with all six employees, identified 43 hours a week absorbed by coordination, re-keying, information searches and follow-up.
WHAT WE CHANGED
In sixty days, we rebuilt the path of a deal, from customer inquiry to payment. Inquiries are centralized and qualified as soon as they arrive. Sales follow-up is structured around a single pipeline. Quotes are standardized, and every proposal that needs follow-up is chased according to rules defined in advance.
Once a project is confirmed, the file is immediately structured with the information the teams need. Field updates feed directly into administrative tracking, and invoicing can be prepared as soon as a project milestone is reached. The owner now has a single view of deals, projects, invoices, payments and the items that require his attention.
The goal was not to add tools, but to remove the breaks between the ones the company already used.
RESULTS OBSERVED AFTER 60 DAYS
| Indicator | Before | After | Change |
|---|---|---|---|
| Coordination and repetitive work | 43 h / week | 12 h / week | −72% |
| Time from qualified inquiry to proposal | 4.7 days | 1.6 days | −66% |
| Quotes followed up on schedule | 62% | 94% | +32 pts |
| Owner's time on day-to-day operations | 11 h / week | 3.5 h / week | −68% |
ESTIMATED ANNUALIZED IMPACT
The 31 hours recovered each week represent 1,426 hours of capacity per year based on 46 working weeks — nearly 0.9 full-time equivalent returned to a six-person company. Valued over a full year, this capacity represents an estimated annualized operational impact of €47,000.
This is not €47,000 saved in sixty days, but the annual value of the new operating rhythm observed at the end of the engagement. We value each recovered hour at the actual loaded hourly cost of the function concerned, never at a company-wide average.
THE REAL OUTCOME
The company did not just save time: it reduced its dependence on its owner. Information now flows without systematically going through him, and the team has an organization able to absorb more activity without immediately adding an administrative role.
Six employees, sixty days, almost one position's worth of capacity returned to the business.
Case study based on an engagement actually delivered. The client's name, precise location and any identifying details have been removed. Annualized impact figures value the operational capacity recovered at the rhythm observed at the end of the engagement; they are neither a commitment to results nor a promise transferable to another business.
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