Processes
How does the work really happen, where are the manual steps, and where does it break as you grow?
For due diligence, audit & valuation
Independent insight into how it works.
Processes, systems and knowledge.
A due diligence review shows what’s there. We show whether it will keep working. We systematically map how an organization operates, where knowledge and processes are tied up, and where the risks and opportunities lie—ready to use directly in reporting and decision-making.
Who it's for
- Due diligence teams that want to look beyond the numbers
- Auditors and advisors who need reliable supporting evidence
- M&A advisors and accountants in business valuation
- Owners who their want to make the business transferable
What we investigate
Six perspectives, one coherent picture.
Knowledge position
What knowledge is in people’s heads, what’s documented, and what happens when someone leaves?
Systems & integrations
What does the landscape look like, how does it fit together, and what IT debt is there?
Management information
Are the figures correct, how are they calculated, and how up to date are they?
Risks
Dependence on people, vendors and outdated software.
Compliance
Practical assessments of the GDPR, information security and the EU AI Act.
What you get
- One report with findings, impact, and priorities
- An estimate of the cost of fixing each finding
- A process map that the people on the shop floor recognize
- Independent opinion: we don’t sell software
- You own it, including the underlying work
How it works
- Intake: what’s the real question, and what’s in scope?
- A day on site: interviews, observing, reviewing systems
- Analysis: organize findings and assess their impact
- Feedback: review the report and answer questions
Planning an investigation?
Briefly tell us what it's about, and we'll let you know whether we're the right fit.
Six weeks filling data rooms, or one link
The question is the same with every acquisition: what does this company know, and what happens if the owner walks away?
How it usually goes
A list of questions arrives. Someone has to dig through folders, call former colleagues, and reconstruct documents that were never written down. Six weeks, right in the middle of a period when the director already has too little time.
And what you get is a snapshot that’s already out of date by the first follow-up question.
How it could work
In a populated portal, it’s already there: the processes as they really work, where they depend on individuals, which agreements apply, and who approved them. Not because a takeover is coming, but because it’s used every day.
That saves more than time. It changes the tone of the conversation: you show that you're in control, instead of having to make a case for it afterwards.
Why you shouldn’t put this off
A portal set up three months before the sale is a dossier. A portal that runs for three years is evidence.
- Buyers can see not only what’s there, but that it has been maintained all along.
- Every change records what else changed and who knew about it.
- Knowledge transfer after the deal doesn’t depend on the outgoing owner’s calendar.
- Your own people use it too, so it stays up to date without anyone updating it just for show.
What is your next step?
Free self-assessmentTwelve click questions, three minutes, immediate score and your biggest risk.
Fresh LookBusiness case, benchmark and priority. Settled once we build after this.
What it costsFixed price per package, no price per user, no hourly billing.
From the fieldWhat changed at companies that started with this.
Also good to know: frequently asked questions · security and data · terms and conditions · partners · research and figures · templates · what's changing · where you start
Where does the process break down in practice?
During an investment or acquisition, knowledge, contracts and process dependencies are not always verifiable. Which documents, owners and risks should the buyer be able to check?
Direct answer
Make visible before the transaction which knowledge, processes, data and dependencies are business-critical and what happens if key people leave.
What we do
We connect analysis, business intelligence, data and execution so you don't get stuck in advice or loose tooling.
How it works
- We clarify the current situation, data and the real bottleneck.
- We determine the smallest working solution, owner and measurable outcome.
- We implement or prioritize the next step and verify the result.
- We secure what works and stop or fix what doesn't work.
What you get
A concrete analysis, priorities, decision criteria, an executable next step and visibility into what needs to be built, integrated or secured next.
For whom and whom not
Right for Dutch SMB organizations that want to solve a concrete process, knowledge, data or AI problem. Not for organizations looking only for a generic tool demo or unproven AI promise.
Costs and choice
Price and scope depend on the chosen next step. View the current fixed packages and pricing logic at pricing for digitization.
Risks and concerns
We work step by step, make assumptions and ownership explicit, use only the minimum necessary data, and maintain human control over decisions and execution.
Frequently asked questions before you decide
Does everything have to be done at once?
No. The preference is one clearly defined problem with a measurable outcome, then scale up.
What does it cost?
The current pricing and package logic is on the pricing page; custom work is only chosen if the scope really requires it.
How do you prevent a trajectory without results?
By defining the problem, owner, success metric and stop criteria in advance, and doing readback and verification after each step.
How we assess your situation
We map your current process, systems, exceptions and costs. Only then do we advise whether an off-the-shelf solution, a custom integration or another approach makes sense.
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