Yone is a process intelligence consultancy. We work alongside operational leaders to understand how the business really works, identify what's holding it back, and build the clarity your teams need to act.
Each use case starts with the operational reality, maps what needs to change in your processes, and points to an outcome you can measure and defend.
The Building Safety Act requires a continuous Golden Thread of information. In practice, contractors build it retrospectively, under pressure, with incomplete records.
Design review → Planning approvals → Construction → Handover → Occupation
Map HSE and Golden Thread control activities into the construction process hierarchy. Attach the document, system, and responsible party to each control point at every stage.
Continuous compliance evidence, faster handover sign-off, reduced liability exposure.
As volumes grow, contract variations, upgrade and downgrade paths, and billing edge cases multiply. Without a documented process, every exception becomes a manual intervention.
Contract creation → Subscription activation → Billing cycle → Renewal → Upgrade / downgrade → Cancellation and offboarding
Map the full subscription lifecycle. Document decision points for contract variations and connect each billing activity to the CRM and billing system. Use AI to surface exceptions that bypass standard flows.
Fewer billing errors, faster renewal cycles, reduced churn from process failure rather than product failure.
System investment decisions are made on vendor demos, not on a clear picture of what the current process actually requires and where it genuinely breaks.
The affected L0–L2 scope, whatever the investment is meant to fix, mapped in current state first
Document current state. Run AI scenario simulation to model the future state. Identify the activities that change, the data that moves, and the roles affected, before the vendor is selected.
Cleaner requirements, shorter vendor selection, significantly lower implementation risk.
UK Food Safety and Hygiene regulations require documented hazard controls at every stage. Businesses have the policy, but rarely the operational evidence to back it up.
Intake → Storage → Preparation → Production → Packaging → Distribution
Map each process activity against its legal requirement, HACCP control point, temperature record, allergen check. Compliance becomes a property of the activity, not a separate document.
FSA inspection readiness, documented HACCP compliance, reduced enforcement risk.
FCA Consumer Duty demands that firms demonstrate how their customer-facing processes deliver good outcomes across price, product, service, and communication. Firms have the policy. Few have the process map that proves it.
Customer-facing L1 processes: onboarding, advice, complaints, renewals, and communications — mapped against the four Consumer Duty outcomes
Cross-reference each process step with the outcome it is designed to deliver. Identify where the process supports the duty — and where there is no process behind the promise.
Audit-ready evidence of Consumer Duty compliance, a clear ownership map for each outcome, and a prioritised backlog of process gaps to close.
Risk appetite statements and control frameworks live in governance documents. The processes that implement those controls live elsewhere. The gap between the two is where incidents happen — and where regulators look first.
Risk-relevant L1 and L2 processes mapped against the firm's control framework, risk taxonomy, and SMCR responsibilities
For each risk control, identify the process step that implements it. Surface controls with no operational process behind them — and process steps with no control accountability. Cross-reference against Senior Manager responsibilities.
A traceable map from risk appetite to operational activity, clear Senior Manager attestation evidence, and a defensible position in any regulatory review or incident investigation.
As the product grows, the gap between what is in the catalogue, what has been built, and what customers expect widens. Keeping product, sales, and operations aligned requires a shared model.
Feature request → Prioritisation → Development → Release → Catalogue update → Customer communication → Billing tier alignment
Map catalogue management alongside the development lifecycle. Connect each feature release to the customer segments it serves and the subscription tiers that include it.
Tighter product, sales, and ops alignment. Fewer surprises in contracts, sustainable catalogue growth without operational debt.
Growth planning happens in spreadsheets. Headcount decisions are made without knowing which process activities break first when volume increases.
Capacity-constrained L1 processes, typically fulfilment, service delivery, or customer support
Use scenario simulation to model increased volume against current activity assignments. Surface bottlenecks, capacity gaps, and automation targets, before committing to headcount.
Evidence-based headcount plan, identified automation targets, growth without proportional cost increase.
Large transformation programmes get funded while obvious operational inefficiencies keep running. Quick wins are invisible because no one has mapped them.
Any L1/L2 process, reviewed by AI for manual effort, failure points, and missing system support
Use AI to surface activities with high manual effort or known failure points. Prioritise by effort vs. impact, no programme budget required.
A ranked improvement backlog. Changes executed inside existing capacity, before the programme starts.
Custom orders bypass standard processes, creating a shadow operation that generates rework, delays, and quality escapes outside normal controls.
Order intake → Configuration → Engineering sign-off → Production → QC → Delivery
Document the bespoke order path as its own L1 process, with defined decision points for configuration checks, capacity allocation, and non-standard approvals.
Accurate lead-time quoting, fewer mid-order surprises, cost control on custom work.
CRM data shows what's in the funnel but not why deals stall, why DSO is high, or where lead quality drops off between stages.
Lead → Qualification → Proposal → Negotiation → Close → Customer Onboarding
Map each stage, assign activities to roles, connect to CRM and contract tools. Identify where handoffs fail and which activities are undefined or inconsistent.
Shorter sales cycles, lower DSO, higher conversion from qualified lead to signed contract.
NPD runs differently every time. Stage gates are informal, handoffs between R&D, engineering, and production are undocumented, and PPAP requirements arrive too late.
Concept → Design → Prototype → Validation → PPAP → Production Release
Map the full NPD flow including PPAP requirements at each validation stage. Connect activities to quality systems, tooling approvals, and supplier qualification milestones.
Fewer late-stage surprises, compliant PPAP documentation, faster customer approval and production launch.
Tender quality is inconsistent because the process for producing one isn't documented. The best bids rely on the best individuals, not the best process.
Opportunity identification → Bid/no-bid decision → Content development → Review → Submission
Document the full tender process, capture quality gates, and use AI to propose standard sections based on previous wins.
More consistent bid quality, faster turnaround, institutional knowledge retained when key people leave.
Subcontractor onboarding, compliance checking, and performance management are handled ad hoc. Issues surface during delivery, not before it starts.
Procurement → Qualification → Mobilisation → On-site performance → Closeout
Document the full subcontractor lifecycle. Attach compliance check activities to the relevant certifications (CSCS, RAMS, insurance) at each process stage.
Fewer on-site incidents, better programme control, defensible procurement records.
Enrollment is high-volume and time-critical, involving multiple departments and student touchpoints. Handoff failures and delays lose students before they start.
Acquisition → Application → Admissions → Offer → Enrollment → Registration
Map the full enrollment journey. Identify where applications stall, which activities are manual, and where communications fail between departments.
Faster time-to-offer, fewer dropped applications, measurably higher conversion rates.
Supplier management is spread across teams and systems. No single view of onboarding, performance, contract renewal, or risk, until something breaks.
Identification → Qualification → Onboarding → Performance review → Contract renewal → Offboarding
Map the supplier lifecycle end-to-end. Assign activities, systems, and data owners at each stage. Surface process gaps that create single points of failure.
Fewer supplier surprises, consistent performance reviews, faster onboarding for new partners.
Most operations run on a short list of preferred suppliers. When one fails — a delivery shortage, a quality issue, a compliance breach — there is no documented fallback. The alternative list exists in someone's head, not in the process.
Supplier qualification → Tier 1 and Tier 2 mapping → Alternative sourcing criteria → Onboarding steps → Activation conditions
For each critical supply relationship, document a qualified alternative alongside clear switching criteria — volume threshold, lead time breach, quality failure. Turn an emergency call into a documented process step that any team member can execute.
Reduced disruption exposure, faster recovery times, and a supplier base you can audit — not just phone.
Quality failures in the finished product are often supplier failures in disguise. Without extending quality requirements into how your suppliers operate, you can only react to failures — not prevent them.
Supplier quality standards → Incoming goods inspection → Non-conformance reporting → Supplier corrective action → Performance review
Define quality requirements at the supplier level, not just at goods-in. Map how each critical supplier's process connects to your quality gate, and what constitutes a non-conformance that triggers a review or switch.
Fewer late-stage quality failures, traceable supplier accountability, and a quality process that extends beyond your own walls.
Learning support services grow organically and are rarely connected to measurable outcomes. Resource allocation follows demand, not impact.
Referral → Assessment → Intervention → Review → Outcome, linked to student record systems
Document the full support process, connect activities to student outcomes, identify where cases fall through the cracks between departments.
Better resource allocation, evidenced impact for regulatory reporting, lower dropout rates.
Audits surface gaps that everyone knew about but nobody documented. The scramble to produce evidence is expensive, and exposes real weaknesses at the worst moment.
Any L1/L2 process, with control points, business rules, and known failure modes attached at activity level
Attach the control (what must be true), the evidence (what proves it), and the failure point (what can go wrong) to each activity. Audit readiness becomes a byproduct of process documentation.
Shorter audit cycles, faster certification renewals, fewer findings.
Documented processes and actual practice diverge over time. The gap only surfaces in incidents, complaints, or audit findings, never before.
Any L2 process with defined activity steps, used as the baseline for a practice review
Compare documented activity steps against actual practice. Highlight divergences as improvement items, before they become incidents or findings.
Closed compliance gaps, evidence of active governance culture, reduced incident rate.
Customer journey maps and internal process maps are built by different teams and never connected. The gap between expectation and delivery is invisible until a complaint.
Customer-facing L1 processes, onboarding, service delivery, billing, support
Overlay persona expectations and moments of truth onto your actual process activities. Where expectation isn't met by the activity, that's your improvement target.
CX improvements grounded in operational reality, not just journey-mapping workshop outputs.
Investors and acquirers buy confidence in execution, not just the product. Early-stage teams have the vision documented, but rarely the operational model behind it.
L0 framework covering Sales, Delivery, Finance, and Operations, linked to systems and capabilities
Replace slide decks with a navigable operating model. Map your core processes, show how systems connect, and demonstrate you control the operation.
Faster due diligence cycles, higher buyer confidence, fewer late-stage surprises.
New team members spend weeks piecing together how the business actually works, from scattered documents, tribal knowledge, and shadow processes.
Any L1 process relevant to the new role, assigned directly on day one
The new hire navigates the relevant process map from day one, the flow, the systems, and their role in context. No translation needed.
Faster ramp-up, fewer first-90-day errors, consistent knowledge as the team scales.
IT knows the architecture. Operations doesn't. When something breaks or needs replacing, no one can quickly answer which processes that system supports.
L2 process activities, each detailing the system used, data touched, and integration points, written as pseudo-code for functional specs
Document each system's role at the activity level. Use L2 detail as the starting point for system replacement briefs and IT requirements.
Better IT requirements, faster incident resolution, cleaner system replacement projects.
Process and business analysis isn't always the root issue - but it's almost always the fastest way to get to it. Here's what typically changes.
Growth, a new system, a transformation - are your processes fit for it? Documented and reviewed before the pressure hits, not during.
Outcome: operational transformationWaiting time, error rates, rework - often traced back to a work allocation rule, an inconsistent decision criterion, or a business rule no one wrote down. Small fixes, real gains.
Outcome: faster, leaner operationsWho does what, who owns what, who approves what, and what the rules actually are - documented and agreed. Onboarding, audits, and management reviews all get easier.
Outcome: stronger governanceRegulators and certification bodies want evidence, not intentions. Documented processes, defined roles, and traceable business rules give auditors exactly what they ask for.
Outcome: audit-ready, certification-readyA proven 4-step approach. Typically delivered in 3–4 weeks.
We align on objectives, define boundaries, and identify the right people to involve from day one.
Workshops, interviews, and data review. We get into the real operation - not the ideal version of it.
We turn what we learn into clear deliverables: diagrams, rules, data models, epics.
A proper transition - not a document drop. We walk your teams through findings and stay close.
Small team. High focus. We keep engagements tight so the right expertise stays on your problem from start to finish.
Every engagement ends with clear, structured deliverables - not vague recommendations.
End-to-end flows across roles and systems - as-is today, with gaps and improvement areas marked.
A structured picture of what data you hold, how it flows, and where it's inconsistent or missing.
The logic behind your operations - documented, validated, and ready to drive system design or automation.
Structured requirements your project or product team can pick up and run with. No translation needed.
Where volume concentrates, where SLAs slip, and where the biggest improvement opportunities sit.
A prioritised view of what to tackle first - grounded in impact, feasibility, and your strategic direction.
This is exactly how we work.
Those are the discussions and decisions we needed.
Great to work with Yone.
Tell us what you're facing. We'll be straight about whether we can help - and how fast.