Studio Woodwork

Operations, cash flow, and standards work for a distributed millwork team of 20+ people across seven countries.

The challenge

Invoices went out late and follow-up was inconsistent, so completed work sat unpaid.
New architecture engineers learned submittal and payment systems by asking whoever was available.
A distributed network of employees and vendors had no consistent endpoint security.
Company standards and time-off records lived in people's heads, not in the ERP.

Tightened the invoicing cycle so billing follows completion instead of trailing it.
Set a regular client communication rhythm around outstanding payments.
Onboarded and trained new architecture engineers on the submittal and payment systems.
Took ownership of antivirus distribution across the employee and vendor network.
Wrote the company handbook and standards so expectations are documented, not implied.
Organized time off documentation for architecture engineering resources so the ERP reflects real capacity.

The company operates more profitably: invoices go out faster and get paid sooner, contributing to a 20% increase in profitability year over year.
New engineers reach productive work without leadership as the training bottleneck.
Endpoint security is managed centrally across employees and vendors.
Handbook, standards, and time-off records exist as a written system the team can use.

Describe the current process and where it breaks. First reply within one business day.