PROCESS / WORKING LINE
We measure the problem, we build the working system.
Six stages, from discovery to measurement. See what each step needs, what it delivers and who decides.
01 / SIX STAGES
Every step brings clarity.
We move to the next stage only once the decision and the output it needs are settled. That way the scope does not grow and responsibility does not get lost.
STAGE / 01
Discovery
WHAT YOU KEEPA shared problem definition and a clear next stepYOU PROVIDE
- Telling us the work that costs you the most time, and the tools you use
- The person who will decide joining the call
VUNTUS DELIVERS
- A clear definition of the problem, the current flow and the measure of success
- A fit decision and a written next step
STAGE / 02
Process diagnosis and the measure of success
WHAT YOU KEEPA bottleneck map and a measurable success criterionYOU PROVIDE
- Short conversations with the people who run the process
- Limited, defined access to the relevant records
VUNTUS DELIVERS
- A process and data map that shows the bottleneck
- A measurable success criterion with a starting value
STAGE / 03
Solution design and written proposal
WHAT YOU KEEPA proposal setting out the scope, the schedule and the responsibilitiesYOU PROVIDE
- The team confirming the diagnosis output
- Deciding which areas stay out of scope
VUNTUS DELIVERS
- The module, integration and human approval design
- A written proposal with scope, schedule, responsibilities and commercial terms
STAGE / 04
Build
WHAT YOU KEEPA tested system running in the real flowYOU PROVIDE
- A small team using the process, and regular feedback
- Defined access to your current systems
VUNTUS DELIVERS
- A system running on real data
- Acceptance testing, human approval and a rollback plan
STAGE / 05
Team adoption
WHAT YOU KEEPA trained team, a working guide and a handover planYOU PROVIDE
- Daily users joining the training
- Sharing the problems that come up in early use
VUNTUS DELIVERS
- Role-based training and a short working guide
- A handover plan for the code, the data and the documentation
STAGE / 06
Measurement and improvement
WHAT YOU KEEPMetric tracking and a controlled improvement planYOU PROVIDE
- Reviewing the results together, regularly
- Being told about changes to the process and the tools
VUNTUS DELIVERS
- A regular report on the success metrics
- A concrete improvement step for drift and for failures
02 / THE PROPOSAL PROCESS
When do the scope, the schedule and the investment become clear?
Every process is different. In a short discovery we settle the problem, the measure of success and the current system; then we share the scope, the schedule and the investment in writing.
- 01The problem and today's workflow
- 02The tools, data and integrations in use
- 03Who decides, and where a person approves
- 04The measure of success and the timing you want
- 01Problem and target outcome
- 02Scope and what is out of scope
- 03System and integration limits
- 04Success criteria
- 05Stages and schedule
- 06What we need from the client
- 07Vuntus responsibilities
- 08Data, access, security and ownership
- 09Commercial terms and investment
- 10Change management
03 / FIT
We are not for everyone.
We write this plainly so you can decide for yourself before we talk. In the following cases the system will not give the result you expect; we say that here rather than in the meeting.
- 01
The data is on paper or in people's heads.
The system connects data that exists; it does not produce data that does not. If customer and business information is recorded nowhere, the habit of recording has to come first.
- 02
The work volume is still low.
In a flow with a few requests a month, the time automation saves does not cover the cost of building and learning it. At that size, following up by hand still works reasonably.
- 03
It is not clear who will decide.
A process change needs one person who owns the outcome. Work that starts with “let's have a look first” stops at the build stage.
- 04
The measure of success is not defined.
If we cannot measure what will improve, we cannot claim it improved either. With no measure, that is the conversation to have first.
- 05
You are only looking into it for now.
That is entirely reasonable. In that case these are more useful than a discovery call: Start the Process Score
None of these is a permanent obstacle. Most change within a few months; let's talk then.
04 / FIXED CONTROLS
Needs change. The control principles do not.
- 01
Written output
Every stage closes with a decision, a document or a working system — not with a conversation.
- 02
The decision is yours
Critical actions do not move without human approval. The system prepares, the team decides.
- 03
Measurable success
We define what we will improve at the start. We follow the result by that same measure.
- 04
Planned handover
Training, the working guide and the handover of responsibility are not parts added to the build later.
05 / COMMON QUESTIONS
Let's clear things up before you decide.
We talk through the technical and commercial questions in discovery, and put the next step in writing.
01What do we talk about in the discovery call?
We talk about the process problem that costs you the most today: how the work flows now and which tools you use. Then we settle the work volume, access to data and systems, and who makes the decisions. We set the measure of success there too. The call is not a presentation; it is a shared piece of work to define the problem.
02What happens after the call?
We share a short written summary of the call and tell you the next step we suggest. If there is a fit, we prepare a written proposal: scope, schedule, who does what, and the investment. If we are not a fit, we say so plainly and, where we can, point you in a better direction.
03How are the scope and the investment decided?
Two things set the scope: the bottlenecks the process diagnosis brings out, and the measure of success we agree on. The investment follows from that scope. How many modules get built, how many systems are talked to, how ready the data is, how much training the team needs — all of it counts. That is why we do not publish a ready figure on the site. A number given without seeing the scope would not be realistic.
04How long does it take?
Discovery starts with a single call. The schedule for the first working system depends on the scope. How many systems are talked to, how ready the data is, how many approval steps there are — these set the schedule. We do not guess the schedule; we share it together with the written scope once the diagnosis is done.
05What if the targets are not met during the build?
Before the build starts, we set concrete acceptance criteria together with you. If those criteria are not met, your right to stop is in the written scope. The later stages are not started. We also share in writing what we learned and what did not hold.
06How is support after handover planned?
The measurement and improvement stage is planned from the start, as the continuation of the build. It is not an add-on sold later. If you do not want to carry on, the system stays with you along with a handover file, and it keeps working.
06 / NEXT STEP
You do not leave the first call uncertain.
We settle the problem and the measure of success. If there is a fit, we share the next step in writing; if we are not a fit, we say so plainly.