Your business grew. The way work gets done did not.
When spreadsheets, email, disconnected tools, and informal handoffs stop scaling, the answer is rarely another app. Map the operation, fix ownership and flow, and invest in the changes that create the most room to grow.
The symptoms look separate. The operating system underneath them is connected.
Work disappears between teams
Requests move through inboxes, messages, meetings, and spreadsheets without one owner or visible next step.
Tools multiply without clarity
Several systems hold overlapping customer, job, inventory, or project data, and no one agrees which record wins.
Reporting becomes reconstruction
Leadership numbers arrive late, require manual reconciliation, or change depending on who built the report.
CRM becomes a contact list
Pipeline, follow-up, handoffs, and adoption break because the tool was never connected to the real sales and delivery process.
Key work lives in people
Critical steps depend on tribal knowledge, so every absence, new hire, and exception creates avoidable risk.
AI creates more questions
The team wants automation and AI, but the data, process, security rules, ownership, and first use case are not ready.
The Business Systems Assessment.
A structured current-state review that turns scattered symptoms into one prioritized roadmap. It is fixed in writing before work starts and typically ranges from $5,500 to $18,500 based on scope.
- Current workflows and handoffs.
- Applications, spreadsheets, and systems of record.
- Data ownership, reporting, and decision visibility.
- Bottlenecks, risk, adoption, and technical debt.
- Prioritized recommendations, sequence, and roadmap.
Do not automate a broken handoff faster.
AI readiness at this size means finding repeatable work, reliable data, accountable owners, and a measurable first use case. Sometimes the highest-value AI decision is to clean up the workflow before introducing a model.
Enterprise architecture discipline, translated into practical business decisions.
Andrew brings more than 20 years designing and operating complex systems inside a Fortune 30 enterprise, plus small-business owner-operator experience since 1999. The result is enough rigor to expose dependencies without burying the business in consulting theater.
Good fit when…
- The business has outgrown spreadsheets and informal handoffs.
- Several tools overlap or reports disagree.
- A CRM, ERP, field-service, or reporting decision is approaching.
- Growth is exposing process and ownership gaps.
- You need a roadmap before committing to a platform or implementer.
Growing-business systems consulting.
Is 10–250 a strict requirement?
No. It describes the range where the flagship assessment most often fits. Operational complexity, number of workflows, systems, locations, and decision stakes matter more than an exact employee count.
Do you implement the recommendations?
The first engagement produces the decision architecture and roadmap. Follow-on support can include selection, planning, governance, and implementation guidance. The scope and boundaries are agreed in writing; AAG is not ongoing managed IT.
What if the real problem is our existing CRM or ERP?
That may be the case, but the review tests workflow, ownership, adoption, data, integration, and reporting before assuming replacement. Often the first useful change is making an existing investment work better.
Turn growth strain into a sequence you can act on.
Describe the tools, handoffs, reports, or decisions creating the most friction. You will reach Andrew directly and get an honest recommendation for the smallest useful first step.