Product design built in partnership with founders, engineers, and internal teams.
Business Systems Strategy
Services
Even capable teams lose momentum when routine work crosses unclear handoffs, scattered tools, and decisions only one person can make. What once worked informally can become difficult to manage as the organization grows.
Truesight helps leaders understand how work actually moves through the business and design the workflows, responsibilities, and systems needed to support it.
01 // 05
Bring clarity to the workflows, decisions, and tools behind the business.
Every organization develops an operating system, even when no one has intentionally designed it. Requests enter through one channel, decisions happen in another, and information moves among meetings, documents, and software. Business systems strategy makes those patterns visible so leaders can understand how the organization functions as a whole—and where the structure helps or gets in the way.
When the team is small, people can coordinate from shared context. Growth changes that. New hires need to learn what was never documented; departments develop different methods for similar work; a single approval may now involve people who rarely speak directly. The company may have the right talent and tools but still lack a clear way to connect them.
We examine the workflows, ownership, information, and technology that support daily operations, then develop a practical direction for improving them. The aim is to make the right work repeatable without imposing unnecessary process or trying to solve every problem at once.
02 // 05
When work depends on workarounds, the friction becomes part of the business.
The cracks rarely announce themselves as a systems problem. A customer request arrives in email, gets copied into a project board, then reappears in a spreadsheet because another team cannot see the same information. Sales believes a handoff is complete while delivery is still missing critical context. Routine approvals return to leadership because no one knows where the decision belongs.
Each workaround seems manageable on its own. Together, they create recurring meetings, duplicate entry, preventable revisions, and delays that are hard to explain to customers. New employees learn by asking the person who remembers how things have always been done. Managers become the bridge between tools and teams instead of spending that time on customers, people, and important decisions.
Under that pressure, adding a new platform or another person can seem like the obvious fix. But technology introduced without a clear workflow often gives the business one more system to maintain. Before investing further, leadership needs to know where work is getting stuck, what information is missing, and which changes would genuinely improve how the organization operates.
03 // 05
Design how the work should move—and what supports it.
We begin with the work as it is actually performed. Through focused conversations, process reviews, and an examination of the tools already in place, we trace the path of common requests, decisions, and deliverables. We look for gaps in ownership, repeated handoffs, duplicated effort, and points where essential information becomes difficult to find.
Then we turn what we learn into a more useful operating model and a prioritized plan. Some improvements are simple: clearer approval rules, better documentation, or a shared source of truth. Others may require new integrations, revised workflows, or deeper implementation support. We recommend changes based on their business value and the organization’s ability to adopt them.
Business Process & Workflow Mapping
Map key processes from intake to completion, identify bottlenecks and unnecessary steps, and show where information or responsibility breaks down between teams.
Operational Structure & Decision Ownership
Clarify roles, approvals, decision rights, and cross-functional handoffs so work can move without routinely escalating to leadership.
Technology Stack & Systems Alignment
Assess how existing tools support the work, where information is fragmented, and which improvements—including integrations or automation—are worth the investment.
Business Systems Improvement Roadmaps
Prioritize recommendations by impact, effort, and dependencies, with a practical sequence for implementation, ownership, and measuring progress.
“Garrhet has a real gift for communication. He understands how to take a message and make it accessible to a much larger audience, whether that's through a website, written content, or social media. I've always been impressed by how intentional he is about the work he puts into the world. If I needed someone to help build an audience or improve how an organization communicates online, he'd be one of the first people I'd call.”
05 // 05
Better systems make growth less dependent on workarounds.
The immediate improvement is often a better shared understanding of how work should move. Teams know what a complete handoff looks like, where the current information lives, and who is responsible for the next decision. That means fewer requests have to be reconstructed from an email chain, fewer meetings exist simply to locate an answer, and less time is spent correcting preventable misunderstandings.
Leadership gains a clearer view of the pressures inside the business. Recurring delays become easier to investigate rather than being treated as isolated failures. With responsibilities defined, more decisions can happen close to the work, while founders and senior leaders can focus on priorities that require their judgment. Capacity increases because less of the team’s effort is consumed by coordination.
The longer-term benefit is the ability to improve with intention. New employees have documented processes to learn from. Tools can be selected against actual requirements rather than promises in a sales demo. As new products, departments, or customers are added, the organization has a working framework for deciding what to standardize, what to change, and where additional investment will matter. Strong systems give people enough structure to move well together and enough flexibility to keep learning.
Make the next phase easier to run.
When the organization has outgrown the informal ways it once worked, we can help make the complexity visible and build a clear plan for what to improve first. Start with the systems that shape the work every day.
Single Projects
Focused work with a defined outcome.
For organizations that need to solve a specific problem, build something new, or move an important initiative across the finish line.
For organizations that need to solve a specific problem, build something new, or move an important initiative across the finish line.
Starting at
$7,500
Defined scope
Clear project outcome
Senior-led strategy and design
Documentation and handoff
Ongoing Sprints
Senior-level support that stays with the work.
For organizations with evolving priorities that need ongoing strategy, design, development, creative leadership, or implementation capacity.
For organizations with evolving priorities that need ongoing strategy, design, development, creative leadership, or implementation capacity.
Starting at
$4,500/m
Reserved Truesight capacity
Ongoing prioritization
Senior creative direction
Flexible related workstreams