I help multi-site owner-operators find where the business is losing money, fix it, and get their weekends back.
Ash Abraham, Founder @ Remote Finance Partners
No new software. No new hires. No long-term dependency on us.
It's rarely the people, and it's rarely the software. Your team are solving problems in real time with the information they have. The business simply grew faster than its systems.
We map how your business actually runs across every location, find the gaps, trace each one to its root cause and agree the fix with you. Then we work alongside your team for three to six months to put it in place and measure the difference.
If we can help, we'll show you how. If we can't, we'll tell you straight.
Who does what, who checks it, and who owns it when it goes wrong. We free up capacity so nothing depends on one person.
We find where information is re-keyed, delayed or lost between sites, and write the fix in plain language your team will actually follow.
Last, not first. Nine times out of ten the answer is the system you already own, set up properly.
Stable and profitable, with a back office of four people. Only one of them could run the daily routine.
54activities
We mapped the 54 activities that keep this distributor running, day to day and month to month.
27.8%had no owner
15 of those 54 activities had nobody responsible for them. More than one in four of the jobs keeping the business alive were done by whoever noticed, or not at all.
We shadowed the daily routine end to end before changing anything. Then we wrote a procedure the yards actually work to: one recording convention, a standard yard sheet, a daily cut-off, and the judgement calls written down alongside the steps.
No new software. Just a simple file that records a transfer as a transfer.
22.2%rested on one person
A further 12 activities depended on a single member of staff. If they were off sick, on holiday or handed in their notice, nobody else could pick up the work.
The routine now runs to a written standard, and more than one person can run it.
We now provide their daily reconciliation, exception management and reporting, with eight measures baselined at the start and reported monthly.
Ash AbrahamFounder, Remote Finance Partners
At Amazon, I worked with the quality teams in the middle mile, the part of the network that moves stock between sites. Every day, exceptions came in: things that hadn't gone to plan. I'd dig into the data, find the problems that kept repeating, and bring the teams involved together to fix them with better workflow, so the same issue didn't come back the next day.
At Track24, a tech and security scale-up, I reported directly to the COO and my job was to make the business run leaner. I mapped how work actually moved through the company, end to end, before touching anything. Only then did we change the systems, and the result was less manual work, lower costs and numbers leadership could actually trust.
When the same fire keeps starting, you don't need a better firefighter. You need to find where it starts.
Most growing businesses don't need more software or more people. They need clarity on the numbers, and a routine that doesn't live in one person's head, or yours.
Yards, depots, branches, shops, kitchens, warehouses. If you run more than one location and you're still the person everything comes back to, we should talk.
If one name keeps coming up every time someone asks how something works, that's worth a conversation before it becomes a succession problem. Especially if that name is yours.
If we're not the right fit, we'll say so. Either way, you'll leave knowing where to look first.