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Operational consulting
When the operation has outgrown the people holding it together
Orvane Group’s operational consulting helps businesses whose processes have outgrown the people holding them together. Each engagement is defined by the outcome you need rather than a service menu, and draws on twelve years of operational transformation across five countries. It works in any sector; the problems are more alike than the industries.
Do we understand your problem?
It probably doesn't look like a consulting problem yet
It usually starts as one of these, long before anyone calls it a transformation.
- The same three people fix everything, and one of them is about to retire.
- Orders, jobs or claims take twice as long as they did, and the lost hours are hard to pin down.
- Sales keep growing, yet profit stays flat, and the reason is buried somewhere between the order and the invoice.
- You bought the software. The spreadsheets are still running the business.
- An audit is coming and the procedures describe a company you used to be.
- You've tried an improvement project before. It produced a report.
- Someone has suggested AI, and you'd like to know where it would help before you pay for it.
Outcomes, not deliverables
Three results, with the organisations left unnamed
We don’t name clients or publish their logos. We do publish what changed, with the measure attached.
25% → 10%
A fintech lender: defaults 25% → 10%.
Source: engagement records held by Orvane Group’s founder. Client unnamed.
−50%
An industrial distributor: processing time −50%, $64,000 a year.
Source: engagement records held by Orvane Group’s founder. Client unnamed; saving reported in US dollars as measured.
−25%
An enterprise operations team: an AI agent handling repetitive admin, processing time −25%.
Source: engagement records held by Orvane Group’s founder. Organisation unnamed.
How an engagement runs
Agreed on the outcome, done on the floor, finished when it runs without us
01
Agree the outcome and the measure
We start with the number that should move, and how we will both know it has. If we can’t agree one, we’ll say so before you spend anything.
02
Work where the work happens
Process mapping with the people who do the job, not from a meeting room. The method is lean and statistical practice, applied with your team rather than presented to them.
03
Hand over something that lasts
Written procedures your team recognises, a measure they own, and systems configured to support the process rather than replace it. Then we leave.
What we won't do
- Sell you a diagnostic that takes longer than the fix.
- Recommend software because it's the answer we already had.
- Leave behind a slide deck instead of a working process.
Consulting work sometimes leads to a longer conversation about ownership, and only when you want it to. If you’d rather keep the two separate, say so and we will.
Describe the problem, not the service
What’s slowing you down, and what would be different if it were fixed? We’ll reply within 24 hours with a straight view of whether we can help.