I remember feeling like we had too many moving parts and not enough structure around the business operations side of the business. They helped us slow down, name the real problem, and turn it into operational clarity, cleaner records, and fewer loose ends across the business. It gave us more confidence sending people to the link and explaining what we do.

We had built operational processes but they were undocumented and owner-dependent. If the right person was out, things stalled.

Process ownership was the structural fix that mattered most. When everyone knew which decisions belonged to which person — and had the tools to execute those decisions — the bottlenecks cleared.

We have added two team members since the operations work was done. Bringing them up to speed was faster than any previous hire because the documentation existed.