About the service
I write the documents a department actually works by: process descriptions, checklists, short memos and an onboarding plan for a new hire. The work starts away from the keyboard. I talk to the people who do the job with their own hands and I watch several real cases from the first request to the closed result. That is where the interesting things show up: a handover between two roles that quietly loses a day, a step done twice by different people, and the dozen things that are obvious to everyone except the person who joined last month. Only after that does anything get written, because a regulation composed from a manager's memory describes a company that does not exist.
Each process is then laid out step by step: what happens, who is responsible by role rather than by surname, what goes in, what comes out, how long the step normally takes and what to do when it goes off plan. Routine operations get short checklists that fit on one screen. Heavy topics become one-page memos instead of multi-page volumes that are opened once and never again. Everything is built on a single document template, so the tenth instruction reads like the first and people stop hunting for the part they need. Before handover I test the text by running a live task strictly by the document, step by step, without filling gaps from my own head. That is where missing steps and impossible deadlines surface. Separately I write down the update procedure: who edits the document when the process changes, on what occasion, and how the change reaches the team.
Three things I say out loud at the start. A regulation describes how the work is actually done, not how it would look nice on paper: where practice and intention diverge, I bring the gap to discussion instead of hiding it behind a polite wording. A document without an owner and a review date goes stale within a quarter, so both fields are mandatory in every file I hand over. Questions of pay and any HR wording are agreed with your lawyer and your HR service, because I describe the process, not the terms of employment.
What you receive:
— notes from interviews and observation, with a map of the process as it runs today;
— step-by-step descriptions with roles, inputs, results and realistic timing;
— checklists for routine operations, one screen each;
— an onboarding plan for the first week and the first month, with checkpoints;
— one-page memos on the topics people ask about most often;
— a single document template and a short set of formatting rules;
— a written update procedure, with an owner and a review date on every document.
Each process is then laid out step by step: what happens, who is responsible by role rather than by surname, what goes in, what comes out, how long the step normally takes and what to do when it goes off plan. Routine operations get short checklists that fit on one screen. Heavy topics become one-page memos instead of multi-page volumes that are opened once and never again. Everything is built on a single document template, so the tenth instruction reads like the first and people stop hunting for the part they need. Before handover I test the text by running a live task strictly by the document, step by step, without filling gaps from my own head. That is where missing steps and impossible deadlines surface. Separately I write down the update procedure: who edits the document when the process changes, on what occasion, and how the change reaches the team.
Three things I say out loud at the start. A regulation describes how the work is actually done, not how it would look nice on paper: where practice and intention diverge, I bring the gap to discussion instead of hiding it behind a polite wording. A document without an owner and a review date goes stale within a quarter, so both fields are mandatory in every file I hand over. Questions of pay and any HR wording are agreed with your lawyer and your HR service, because I describe the process, not the terms of employment.
What you receive:
— notes from interviews and observation, with a map of the process as it runs today;
— step-by-step descriptions with roles, inputs, results and realistic timing;
— checklists for routine operations, one screen each;
— an onboarding plan for the first week and the first month, with checkpoints;
— one-page memos on the topics people ask about most often;
— a single document template and a short set of formatting rules;
— a written update procedure, with an owner and a review date on every document.
