CyberCraft Redesign Sprint Operations Redesign What we build How we work About Book a call

The practice · the whole operating loop · three to four weeks

Operations Redesign

For firms of fifty staff and up, where the pain spans several processes and nobody can see the whole loop. The same four moves run wider, plus an intake week and the cross-process synthesis a single-process sprint cannot do.

How the engagement runs

Five stages, sixty to eighty senior hours

The shape is the sprint's, widened. What the wider engagement adds is the part no single-process piece of work can reach: where frictions compound across processes, and what sequence of fixes avoids re-work.

1

Intake

A systems and data inventory covering what tools exist, what flows between them, and where the spreadsheets are hiding. Volume and cost data gets pulled once for every process in scope.

12 hours
2

Map and measure

Sprint stages one and two run across each process in scope, at roughly seven or eight hours each now that the intake is shared. Same artifacts, one set per process.

24–32 hours
3

Cross-process redesign

The synthesis the sprint cannot do. Where frictions compound, where one fix clears three ledgers, and what sequence avoids re-work. Options costed against catalogue prices.

12–16 hours
4

Exec verdict workshop

Half a day with the leadership team. Walk the roadmap, contest it, land the decisions and the ninety-day plan.

8 hours
5

Buffer

Overruns, follow-up questions and write-up polish.

4–8 hours
Fixed · three to four weeks · three to five processes

Operations Redesign

$15,000–20,000
  • Three to five processes in scope, agreed at the exec fit call along with who owns each one.
  • Sixty to eighty senior hours, capped in the engagement letter the same way the sprint is.
  • Everything the sprint produces, once per process: as-run maps, friction ledgers, verdict sheets.
  • An operating loop map showing how the processes actually connect.
  • A sequenced and costed redesign roadmap that says which fix goes first and why.
  • A decision pack and a ninety-day plan, landed in a half-day workshop with the leadership team.
  • Scoped build briefs for any build verdicts, written so anyone could quote them.
Why the price is a band rather than a numberThe range tracks the number of processes in scope and the state of your data. Where it lands is agreed in writing at the fit call, before anything starts, and it does not move afterwards. The band is not a placeholder for a conversation about budget.

Who it suits

Firms of fifty staff and up, where several processes are each costing something, the interactions between them are where the real money goes, and no single person can see the whole loop.

Start smaller if you can

If one process is obviously the problem, the Redesign Sprint answers it for $7,500 and takes half the time. We will say so at the fit call.

The Redesign Sprint →

What is out of scope, in writing

Implementation, ongoing advisory, org design, and anything that resembles a headcount review. The exclusion is in the engagement letter.

What lands on the table

The artifacts, and who they are for

Operating loop map

One page showing how the processes in scope actually hand work to each other, including the handoffs nobody owns. This is usually the first time anybody has seen it drawn.

Friction ledgers

One per process, ranked by dollars per year, built from your wage rates and volumes rather than from benchmarks. The ranking is what stops the loudest problem winning.

Sequenced roadmap

Each fix costed, with a payback figure and a place in the order. The sequencing logic is written down, so you can argue with it rather than take it on faith.