Business Process
Automation

With a process breakdown. We sit down with your team and document what actually happens right now: who moves what, and where, by hand. Often this step alone reveals that half the work isn't even necessary.

We calculate it before starting: how many hours a month the task takes now, what an hour of your team's time costs, and how much time will be left after implementation. If the math doesn't work out, we tell you and pass on the project.

No. In most cases 1C stays your accounting core, and we build on top of it — adding what it's missing and setting up the data exchange. Breaking something that works, just for the sake of it, is a bad idea.

That's the single most common reason implementations fail. That's why we design the interface around how people actually work, run training, and stay in close contact with the team early on to catch anything that feels clunky.

One process takes anywhere from a week to a month, depending on how many systems it touches. We never rebuild an entire company at once — that's the most reliable way to get team pushback and an abandoned project.

Not at all. Excel is an honest starting point, and it makes the process easy to read. The trouble starts when five people open the file at once and you end up with three versions. That's when it's time to move on.

Usually not. We work on top of your existing system: pull the data out, add the missing connections, and build reporting on top. Replacing an accounting system is a last resort we rarely need.

That's the main risk, and it's not a technical one. That's why we roll things out gradually, provide training, and let people keep working the old way for a while. A system people are forced to use doesn't work — they just work around it.

That's exactly the right approach. We pick one painful area, automate it, and measure the result. If it works, we move on to the next one. If it doesn't, you've lost a little time — not the budget for a year-long project.