Before anyone recommends technology, someone has to understand the work. We interview the people who do it, observe how it actually moves, and document the friction that never appears in a process diagram.
We talk to the people doing the work — not only the people describing it. They know the exceptions, the workarounds, and why a process that looks ridiculous on paper actually exists.
We follow the work end to end: where it starts, who touches it, where it waits, and where the same information gets entered twice.
Repetition, handoffs, waiting, duplicate entry, manual reconciliation. We name what we see plainly and let the observation carry the weight.
Every opportunity is scored on effort, impact, and risk — including the ones where AI is the wrong answer.