What stood out was that Skyes Over London did not treat the business operations work like a quick polish job. By the end, the project felt less like a pile of tasks and more like something our team could understand and maintain. That made the business feel easier to present and easier to operate.

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.