Operational Business Improvement · West & North Yorkshire
Make your business easier to run.
M.A.S Works helps owner-managed businesses across West and North Yorkshire improve how they operate.
If too much still depends on you, your processes have become messy, systems are creating more work than they save or you know the business could perform better, I help you work out what needs changing and get it done.
That can mean reducing admin, improving processes, introducing useful automation, clarifying responsibilities, cutting wasted cost or getting the business ready for its next stage.
I work with businesses across Leeds, Bradford, Halifax, Huddersfield, Keighley, Skipton, Harrogate, York and the surrounding areas.
The 90-Day Operational Review is £2,850 + VAT, paid as three monthly payments of £950.
Where this usually starts
Five conversations I have most often
Most owners arrive with one of these five rather than with a brief. Pick the one that sounds like your week.
01 · Time & control
Are you spending too much time working in the business?
If quoting, scheduling, chasing, admin and day-to-day decisions are still coming back through you, there is very little time left to actually improve the business.
I look at where your time goes, which processes depend on you and what could be delegated, simplified or automated.
The aim is straightforward: fewer things coming back to you and more time spent on the work the business genuinely needs you to do.
Around 15 hours of owner admin removed each month.
02 · Growth
Is the way you work struggling to keep up with the business?
Processes that worked when there were five people can become a problem when there are fifteen.
More customers, more staff and more work often bring more admin, more decisions and more opportunities for things to be missed.
I help businesses review the processes, responsibilities and systems underneath that growth, then put a better structure in place before the problems become harder and more expensive to fix.
03 · Sale & succession
Could the business run without you if you wanted to sell it?
A buyer needs to understand what they are buying and believe the business can continue without everything depending on the current owner.
That means looking at processes, responsibilities, financial clarity, recurring revenue, customer concentration, compliance and how much important knowledge still lives in one person's head.
M.A.S Works helps get the operational side of the business ready over time.
Tax, legal and transaction advice remains with the relevant specialists.
04 · Acquisition
Buying another business and need to make the two work together?
Buying the business is only part of the job.
You then have two sets of people, processes, systems, suppliers, customers and ways of working that need to become one operation.
M.A.S Works can help map both sides, identify duplication and risk, agree how the combined business should work and help deliver the changes.
05 · Cost & efficiency
Where is your business wasting time or money?
Waste is not always obvious.
It can be duplicated admin, people entering the same information into different systems, missed invoicing, poor handovers, unnecessary steps or software that creates more work than it saves.
The first job is finding it.
The next is deciding whether the answer is a better process, clearer responsibility, automation, a different system or simply stopping something that no longer needs doing.
At The Proper Plumbing Co in Bingley the review found enquiries going unlogged and unconverted, worth an estimated £18k to £72k a year.
The review
The seven stages of a business
The same seven-stage framework is used on every diagnostic. I cover two or three areas per visit, speak to the people involved and cross-check how the work is supposed to happen against how it actually happens.
- A
Customer acquisition
How customers find you, what you spend to win them, and where enquiries are being lost.
- B
Operations planning
How work gets scheduled, who knows what is coming, how people and vans and hours get allocated, and where the diary breaks.
- C
Service delivery
How the work actually gets done, what is written down, what still depends on one person's knowledge, and where jobs regularly take more time or work than expected.
- D
Bookkeeping and admin
Invoicing, payments, reconciliation, supplier admin. Where money leaks and what is being done by hand that need not be.
- E
Compliance and quality
Certifications, licences, insurance, lone working, health and safety. What is current, what is lapsing, what has never been done at all.
- F
Customer retention
Reviews, repeat business, follow-up after the job. How customers come back, or why they do not.
- G
Business development
Where the business is going next, including new revenue, positioning, succession and plans for growth or sale.
After each visit you receive a short output report showing the main processes, issues and opportunities from those areas, ready to prioritise at the end.
Owner time
See where your time is going
The RAG view shows how much of the owner's week is being spent on work that should be stopped, handed over or kept with them. I record it at the start and review it again at the end.
- Red. Stop doing. Work to get off your plate entirely.
- Amber. Hand over with oversight, once someone is trained.
- Green. Only you. The work the business actually needs you for.
It is captured on the one-page audit template, filled in with you during the coffee chat. You keep that sheet whether you sign up or not.
What you take home
What you get from the 90-Day Operational Review
Every working document is handed over in an editable format, including Word, Excel or PowerPoint. You keep the files and the information in them.
Pricing
Costs and ongoing support
The 90-Day Operational Review can stand on its own. If there is more to implement afterwards, there are three ways to continue.
All prices exclude VAT. The from prices reflect the size of the business and are confirmed in writing before anything starts.
Process
How the 90-Day Operational Review works
The first conversation is free. If there is a useful piece of work to do, the scope and cost are agreed in writing before anything starts.
- 01
Initial conversation
1 hour, freeIn person where practical. You talk me through the business, what is getting in the way and what it may be costing. I fill in the one-page audit with you and decide whether a diagnostic would be useful.
- 02
Agree the scope
written scopeIf the diagnostic makes sense, the ninety days are agreed at £2,850 plus VAT, paid as three monthly payments of £950, with the scope confirmed in writing.
- 03
Review the business
3 visits over 3 monthsI spend one day a month in the business, covering two or three of the seven stages each time. I speak to you and your team, then send an output report after each visit.
- 04
Set priorities
after the third visitAfter the third visit, the improvements are ranked by likely value and effort. Where the numbers are available, I quantify them. Most diagnostics produce five to ten priorities.
- 05
Choose what happens next
your callYou can take the plan and implement it yourself, keep me involved as a Critical Friend, or use Automate & Scale for hands-on delivery.
- 06
Ongoing support
ongoingOngoing work can include retainer days, quarterly reviews and project sprints. The results are reviewed against the starting point and the agreed goals.
Exit-Ready option
Preparing the business for sale or succession
If you are planning to sell, hand over or step back in the next three to five years, the same diagnostic can be run with exit-readiness in mind.
The work then focuses on seven areas that affect how transferable the business is: recurring revenue, customer concentration, financial clarity, owner dependency, documentation, compliance and future growth.
You get an initial score and regular updates as the work progresses. Where tax, legal or transaction advice is needed, I coordinate with the relevant specialists.
The free scorecard takes about ten minutes and gives you a useful starting point.
In their words
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In their words
Jez enabled me to get enough time back so I could pick my son up from nursery a couple of days a week.
A recent example
What the review found in Bingley
Enquiries at The Proper Plumbing Co were not always being logged and followed up, so a share of potential jobs was never converted or tracked. Depending on conversion rate that was worth an estimated £18k to £72k a year.
Book a free coffee chat
Start with an hour to talk through the business and complete the one-page audit. You keep it whether or not you go ahead with the ninety days.
Or just email jez.bristow@masworks.co.uk