How we measure

Results should show in operations and in money.

Deploying a tool does not mean the business runs better. At the start of the Audit we agree the baseline with you, after implementation we measure what actually changed, and we translate every change into money.

When we measure
  1. AuditBaseline
  2. AdoptionPeople work the new way
  3. IntegrationConnected systems
  4. MeasurementSame yardsticks, same data
  5. ResultChange against the baseline

On this page

What we measure

What we measure, and how

The baseline is agreed at the start of the Audit phase. After Adoption and Integration we measure again, with the same yardsticks and the same data.

Time

Time from request to completion, including waiting.

Quality

Errors, rework, incomplete cases and exceptions.

Capacity

How much work the team handles and how long each case takes.

Usage

How often the new way of working is used on real work. Not how many licences were bought.

Every figure states its baseline, measurement period, data source and method of comparison. Time freed up is not the same as money saved, so we report them separately. How we calculate the return

Return on investment

From an operational change to money

Shorter lead times and fewer errors are worth nothing until they reach the P&L or cash flow. So we follow every measure through to the P&L or cash flow and set all costs against it.

What we measureWhat it means economicallyWhere you see it in money
TimeA case moves faster from request to completion.You invoice sooner, deliver sooner, and the customer does not wait.Cash in sooner, less working capital tied up, fewer late-delivery penalties.
QualityFewer errors, rework and returned cases.Hours spent on fixes disappear, complaints and credit notes go down.Lower costs, and revenue that does not leak out in credit notes.
CapacityThe same team handles more cases.More orders without hiring, or a hire you do not need to make.Higher revenue per person, or a salary saved including on-costs and onboarding.
PredictionLeadership sees risk earlier.Stock, outages or a customer about to leave are caught ahead of time.Smaller stock write-offs, outage losses and lost revenue.
UsagePeople actually use the new way of working.The condition for every row above. Without usage there is no benefit.Licences nobody uses are pure cost. That is why we measure usage.

How we calculate

Return (ROI) = annual benefit − annual costsannual costs

Payback period = one-off costsmonthly benefit − monthly running costs

In the Audit we estimate the return as an assumption. After Integration we recalculate it from real data, with the same formulas.

We count all costs

  • Our work in the Audit, Adoption and Integration phases.
  • Licences and running costs: Microsoft 365 Copilot, Claude, hosting, connectors.
  • Your people’s time for workshops, testing and onboarding.
  • Support and maintenance after go-live.

An hour is not yet money. A freed-up hour has value only when the business uses it: for more orders, instead of hiring, instead of overtime or contractors. That is why we report freed capacity and financial benefit separately.

Calculator

Work it out for one process

Pick one process that is still done by hand today and enter your own figures. The fields are pre-filled as an example.

Manual work today
Salary incl. on-costs ÷ hours worked.
What changes
50 %
60 %
For more orders, instead of hiring or overtime. The rest is not counted as benefit.
Time to fix, credit note, shipping, complaint handling.
50 %
Cost of the solution
Example amount. Enter your own, for example from a proposal.

Result per year

Annual benefit0
Capacity used
0
Fewer errors
0
Hours freed
0
First-year ROI—
Payback—

First 36 months

A rough estimate from your figures.

The calculator assumes 46 working weeks a year. It is a rough estimate from your figures, not a client result or a quote. We do the exact calculation for your process in the Audit.

Case study format

Every story follows the same structure

A case study is an auditable story of change. To make it comparable and checkable, it always has four parts.

  1. Initial problemWhat was holding the business back and how it showed up in operations.
  2. Original workflowWho did what, in which systems, and where delays and errors arose.
  3. New operating modelWhat people do, what the system does, and who owns the outcome.
  4. ResultThe change against the baseline. Only figures verified and approved by the client.

Case study

Isotra: from 17% to 78%

A manufacturer of shading systems, around 120 people in the programme. We publish the measurement in full, with its method and limits.

  • 17 → 78%

    Regular use

    People using AI several times a week or daily. Survey, 23 complete responses.

  • 83%

    Report saving time

    About 20 minutes a week on average, based on the survey ranges. Participants’ estimate.

  • 39%

    Confirm a higher standard of work

    A weaker result we don’t hide. Workshops change habits; further steps change operations.

Read the full case study We will publish further studies once they have measured results and client consent. The industry pages show illustrative use cases, not measured client results.

What would you measure first?

Book a 30-minute callIn 30 minutes we will walk through one process, its baseline and what improvement would mean for you. Send us a messageDescribe the process where work gets stuck. We will get back to you.