The engine room, running quietly
Order processing, invoicing, reconciliation and reporting run by dedicated teams working to documented processes — so operations stay predictable as volumes grow, and stop depending on who happens to be in.
Book a 20-minute callWe'll assess fit in 20 minutes and reply within one business day.
Order in. Cash out. Everything between.
Back-office work is a chain, and it's only as reliable as its weakest link. We take the whole run rather than a convenient slice of it.
Order
Entry, validation, amendments and cancellations, plus coordination with warehouses, couriers and suppliers — with exceptions flagged rather than absorbed.
Invoice
Raising and issuing invoices, applying agreed terms and pricing, and handling billing queries before they become disputes.
Payables
Purchase invoice processing, matching against orders and receipts, and payment run preparation.
Receivables
Statement reconciliation and structured credit control chasing — consistent follow-up rather than whenever someone remembers.
Reconcile
Bank, supplier, platform and inter-system reconciliation, with discrepancies investigated and escalated with the supporting detail attached.
Report
Operational and management reports compiled to an agreed format and schedule — on time, not whenever a window appears.
How much of your operation lives in one person's head?
Key-person risk is the real back-office problem
In most growing businesses, one or two people know how the month-end actually works. Not the version in the handbook — the real one, with the workarounds, the exceptions and the supplier who always invoices wrong. It functions perfectly until they resign, go on leave, or fall ill.
We document processes as we take them on, which means the knowledge stops being personal and starts being institutional. Cover is built into the team rather than improvised. And the documentation is yours to keep, whatever happens to our relationship afterwards.
The rest of the operational load
Supplier and vendor administration
Onboarding, record maintenance, contract and renewal tracking, purchase order administration and routine supplier correspondence.
Inventory and record administration
Stock record maintenance, movement logging, discrepancy investigation, and supporting cycle counts and audits.
Process documentation
Documenting workflows as we take them on, identifying steps that create rework, and proposing changes. Most operations carry habits nobody has revisited in years.
Exception handling
Agreed rules for what we resolve, what we flag, and what comes straight to you — so nothing sits in limbo waiting for someone to notice.
Cost that tracks your volume
Back-office headcount grows quietly with trading volume, then becomes a fixed cost that doesn't move in either direction easily. As the employer, we carry:
You pay one agreed rate. Everything above sits with us.
A contracted team scales with the business rather than lagging behind it or sitting idle — and the saving doesn't come out of quality, because it comes from where the cost of employment sits.
Operations should be boring. That's the whole point.
Documented, measured, covered — and not dependent on anyone's memory.Phased handover, not a switch
Discovery
Current processes, volumes and where things are actually going wrong.
Design
Workflows, controls, approval points and reporting agreed in writing.
Train
Academy training, then detailed process training on your operation.
Transition
Phased handover with parallel running wherever the risk warrants it.
Go live
Full ownership with regular performance reporting against agreed measures.
Questions worth asking first
How do you transition existing processes?
Phased, with documentation first and parallel running wherever the risk warrants it. Never a single-day switchover on something that touches your cash.
What if our processes aren't documented?
That's the normal starting point. Documenting them is part of transition, and the documentation is yours to keep regardless of what happens afterwards.
Do you handle finance work?
We handle invoicing, billing administration, accounts payable and receivable support, and reconciliation. Full finance and bookkeeping services are on our roadmap as we expand — we'll be straight with you about what we can and can't do today.
Can we keep some processes in-house?
Yes. Most clients start with a defined set and expand once the working relationship is established.
How is performance measured?
Against measures agreed during design — typically turnaround times, accuracy and exception rates — reported on an agreed cycle so drift shows up as a number rather than a surprise.
Can you work in our systems?
Yes, subject to your access and security requirements. We work inside your tools rather than asking you to change them.
How do you handle exceptions?
Rules are agreed during design: what we resolve, what we flag, and what comes straight to you. Nothing sits waiting for someone to notice it.
How much will we actually save?
Compare against total employment cost rather than salary alone — and factor in that a contracted team flexes with volume instead of being a fixed cost through quiet periods.
Tell us where it's straining
Twenty minutes is enough to work out which process to move first, what it would cost, and how the transition would run.