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Remedium Digital
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01Service

Working out what to fix first

Decide what to change before anyone builds anything.

A project can be built perfectly and still be the wrong project. This is the bit where we work out what your business should change, in what order, and what has to be true for the change to be worth paying for.

What you get

  • Findings in writing
  • A costed shortlist
  • A plan in order
Talk about this All four services

01The diagnosis

The symptom is rarely the problem.

These are things business owners genuinely say in a first meeting, and what they usually turn out to mean. The last column says which of the four fixes it.

Every part of the business has its own version of the customer.
Nobody has agreed which system holds the truth, so every list disagrees and nobody trusts the report.
Your systems
The website looks fine, but the enquiries are poor.
The site is not asking the questions you need answered before you can give a decent reply.
Websites
The monthly figures take someone the best part of a week.
The numbers live in software that was never joined up, so somebody rebuilds them by hand every month.
Your systems
Nobody can say what the project is actually for.
There is no agreed finish line, and no number that would prove it had worked.
This one
Two teams have bought software that does the same thing.
Buying is moving faster than deciding. Software is filling a gap that a decision should fill.
This one
The team answers the same questions all day.
The answers exist. They are just not to hand at the moment somebody needs them.
AI assistants

02What you get

Documents your team can act on, not a slide deck.

Everything below is written for whoever has to do the work — including your own team, if you take the plan and do it yourselves.

  1. SD-01What we foundInterviews, walkthroughs and a look at your real data, written up with the evidence attached.
  2. SD-02How it works todayYour customer journey, your internal process and where each bit of software stops, on one page. The workarounds are on it too.
  3. SD-03The problems, rankedRanked by what each one costs you and what it would take to fix, so the argument happens on paper first.
  4. SD-04How it should fit togetherHow the software should sit together, including everything that stays exactly as it is.
  5. SD-05The order of workWhat gets done when, what depends on what, and what can safely happen at the same time.
  6. SD-06The numbersWhat it costs, what it saves, and what we assumed to get there. Every assumption is written down and named.
  7. SD-07What was decidedWhat was decided, who decided it, and what would have to change for it to be worth revisiting.

03How the work runs

Four stages, and a plain split of who does what.

This work fails when it is done to a business instead of with it. Every stage below has work on both sides of the table.

Stage 01

Frame

Agree the questions this work has to answer, and who settles a disagreement.

Remedium
Set the brief, the interview list and the evidence we will need.
Your team
Name one person who can make a decision stick.

Stage 02

Look

Go and see how the work is actually done, not how the process document says it is.

Remedium
Interviews, walkthroughs, real records, real numbers.
Your team
Access, and honesty about the workarounds.

Stage 03

Test

Put a size on each problem and each option, using the evidence rather than the enthusiasm.

Remedium
Work out effort, cost, risk and what depends on what.
Your team
Correct our assumptions early, while it is still cheap.

Stage 04

Decide

Choose the first thing to build, and the shape of everything after it.

Remedium
Bring recommendations with the trade-offs spelled out.
Your team
Make the decision in the room, and record it.

04The fine print

What we need from you, and what we will not do.

Both lists are short. The second one is the more useful of the two.

What you bring

Four things, and none of them are optional.

  • Someone who can make the callA person who can settle a disagreement between two departments without it going round the houses for a fortnight.
  • Access to the people doing the workNot only the managers describing it. An hour each with the people using the software every day.
  • The real numbersJob numbers, win rates, staff time, software costs. Rough is fine. Guesses presented as facts are not.
  • Permission to be told something you disagree withThe value of this work is usually the thing nobody was expecting to hear.

Not part of this

Where this stops.

  • A document and a handshakeThe plan is written to be done: by us, by your team, or by somebody else you pick.
  • Restructuring or HRWe will show you where a process crosses a team boundary. Who reports to whom stays yours.
  • Haggling with software suppliersWe say what a system has to do and help you judge the options. We do not sit on your side of a commercial call.
  • Legal, tax or financial adviceThe numbers are built from your figures and your assumptions, for your accountant to test.

If a piece of work falls outside this list, we say so at the point we notice it, not on the invoice.

05How it fits

Where this one meets the other three.

Each of the four can be bought on its own. When they run together, this is what actually passes between them.

Service 02

Websites built to bring in work

Hands over
A ranked list of what the site has to do.
Gets back
Real numbers from real visitors to test the plan against.

Service 03

Getting your systems talking

Hands over
Which processes get rebuilt, and in what order.
Gets back
How much change the business can actually take, and by when.

06Next step

Tell us the problem, not the brief.

The most useful first conversation is a plain description of what is going wrong and roughly what it is costing you. If this is not the one that fixes it, we will tell you which one is.

hello@remedium.digital