Service 06
Running the day-to-day
Not every demand becomes code. A routine that needs an owner and a technical decision that needs a second opinion are mine too.
Context
A good part of what stalls a company isn't a software problem: it's a routine with no owner, a vendor nobody chases, a migration nobody touched, a tooling choice nobody has the background to make.
In a monthly contract that fits in without becoming a new project. I review vendor quotes, say what isn't worth building, take on the routine that depends on someone remembering, and handle the tedious migration that always waits. Often the cheapest month for the client is that one — the month I prevent a wrong purchase.
Signs this is your case
- You received a technology quote and have no way to judge whether it's fair
- There's a recurring task that every month slides into the next
- Technical decisions depend on someone outside the field
- Nobody tracks what the technology vendors are actually delivering
What you're left with
- A written second opinion on a proposal or a tooling choice
- An operational routine with an owner, a deadline and a record of what ran
- Vendor follow-up, with what was agreed put in writing
- An honest recommendation when the best decision is not to do it
What it isn't
- A management role inside the company, with a team reporting to me
- Legal representation or decisions requiring power of attorney
A workflow in practice
A request leaves the chat and gets an owner
An illustrative workflow, not a client case study or a promised result.
See the monthly retainerRecord
The request gets context, an owner and a definition of done. It stops getting lost in messages.
Prioritise
Work affecting operations comes first. Dependencies and pending decisions show who needs to act.
Follow through
Progress is checked through delivery. Suppliers and your team know the next step and what depends on someone else.
Where I start
We identify unowned routines and pending work blocking your team. We agree on a short queue and who decides each part.
What continues every month
I revise priorities as operations change, follow up with suppliers and keep deliveries, work in progress and decisions you need to make visible.
Questions about this front
Is this a management role inside the company?
No. I have no team reporting to me and I do not represent the company legally. What I take on is technical responsibility: the routine that depends on someone remembering, following up on what vendors deliver, and a written opinion on what is worth building.
Do you review quotes from other vendors?
I do, and that is usually when the contract pays for itself. Often the cheapest month for the client is the one where I prevent a wrong purchase — and saying "this is not worth building" is part of the service.