Service line D
Business Management and Operations
An operating rhythm for your company, with goals, metrics, a weekly review and the first finance-systems and policy scaffolding.
What this line covers
- An operating cadence: a weekly review plus a longer look back at a regular interval.
- Goals and metrics: a few that matter, each defined in writing.
- Finance-systems scaffolding: the structure and tools your own bookkeeper will use.
- Policy scaffolding: a starter set of company policies for your counsel to review.
- Contractor-management frameworks: how you brief, review and pay people who work for you.
- A decision log and a risk log, kept current.
A rhythm before a headcount
Most early problems are not caused by a lack of effort. They come from unclear priorities, numbers that mean different things to different people, and decisions that nobody wrote down. This line puts a small, steady structure in place before the company grows into the habit of improvising.
How the work runs
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Agree the calendar
Reviews and check-ins are fixed on a calendar so that progress is looked at on purpose, not when something goes wrong.
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Set a few goals
Goals are written so that anyone on the team can say, without asking, whether they were met.
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Define the metrics
Each metric states what it counts and where the number comes from, so it means the same thing every time.
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Scaffold finance and policy
WE maps the finance systems and drafts starter policies. Your accountant and counsel review what belongs to them.
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Review weekly
A short weekly review looks at goals, metrics, decisions and risks, and ends with a written page.
What you receive
| Artifact | What it is for |
|---|---|
| Operating calendar | When reviews, check-ins and reports happen. |
| Goals and metrics sheet | The few measures that matter and how each is defined. |
| Weekly review template | A single page that keeps the weekly review short and useful. |
| Finance-systems map | Which tools hold which records, so your bookkeeper starts with a clear picture. |
| Starter policy set | Plain-language policies, drafted for your counsel to review. |
| Contractor brief and review templates | A repeatable way to brief, check and pay outside help. |
| Decision and risk log | What was decided, by whom and why, and what could go wrong. |
Questions about this line
Will WE be my bookkeeper?
No. WE does not keep books or file taxes. The line maps the systems so that your own bookkeeper and accountant can work from a clear structure.
How many metrics will I track?
Few. Each one is defined in writing, and a metric nobody uses in the weekly review is removed.
Who runs the weekly review?
The review belongs to your company. WE sets up the format and takes part, and the aim is a habit your team can keep without help.
What this line does not do
- Keeping your books, preparing financial statements or filing taxes.
- Legal or tax advice. Your own counsel and accountant provide it.
- Running your company for you. WE sets up the rhythm, and you and your team run it.
Next steps for this line
- Build and ship v1 Build the first release in short cycles, keep a release checklist, review against the cut line and put it in front of a small group.
- Build repeatable growth Define your metrics in writing, run one channel long enough to learn, fix leaks before adding traffic and turn the results into a monthly review.
Ready to scope this line?
Tell WE about your company and the stage it is at. You choose the lines, and WE steers the team.