Selected work
What this looks like in practice.
What we’ve built
Approvals
2 to 4 weeks, down to about 1.
Two approval workflows — documents for signature, and capital and major spend routed by threshold — both rebuilt as apps on the Microsoft licences the group already held. Requests, routing, drafts, rejections and a full audit trail in one place instead of in somebody’s email.
Major spend used to take 2 to 4 weeks to work its way through. It now averages about a week. Anything still sitting unapproved triggers an automatic daily reminder, so nothing stalls quietly in an inbox and nobody spends their week chasing signatures.
The document app also replaced a third-party e-signature subscription — roughly $5,000 a year in licence fees alone — and it is now the app the group uses most. Everyone can see where a request sits, and finance can see what is waiting on them.
Golf guest check-in
3 gaps closed in 30 seconds a guest.
Player emails were captured for some guests and not others. Where guests had travelled from was recorded nowhere. And no player had ever signed a health and safety waiver.
Guests now check themselves in on an iPad in their own language, accept the safety acknowledgement and sign for it. Anything the app learns that the booking system doesn’t hold is flagged to the pro shop and chased at the end of the day.
It was built in the courses’ own colours and type, so it reads as part of the property rather than a piece of software bolted onto it. Guest-facing screens are brand, not just plumbing.
Their booking system doesn’t offer kiosk check-in in this market, and the waiver is only sold as a third-party add-on — quoted at over $15,000 a year across the two courses. The app does both, on licences they already held. That line item is gone.
For this one group, the 3 apps above have displaced more than $20,000 a year of software subscriptions — all built on the Microsoft platform they were already paying for. No new subscription, and no black box: each one is handed over with documentation and a named owner inside the business, so the day-to-day sits with their team. When something needs changing — a threshold, an approver, a step in the workflow — that’s a short conversation rather than a project.
What we’ve led
Golf retail systems
The pro shop was running on the lodge’s restaurant till.
The courses had inherited a hospitality point of sale built for restaurant service, not for golf retail. We replaced it with a golf-specific system that talks to the tee sheet — a player checks in, and their green fees land on a check automatically, with nobody retyping anything.
Stock was the harder half. Counts were taking around 36 hours a month, and because items were coded without separating size and colour, nobody could say what was actually selling.
We ran the due diligence on RFID, selected the vendor and are seeing the implementation through — faster counts, and sales analysis that can finally tell a medium from a large. We don’t sell the hardware. That’s the point.
Change of operator
5 properties handed over. Nothing a guest ever saw.
Before she joined us, Sally led the technology side of handing a five-property hotel group to a new management company — 200 staff and 150 workstations moved in 5 months, with networks, vendors and governance carried across intact.
A change of operator is the hardest thing a hotel does, and technology is usually where it shows. This one never reached the guest.
AI enablement
A leadership team that has had 3 sessions, not 1.
We started at the beginning with a multi-property group’s leadership team — what AI actually is, where it earns its place, and where it is just noise. A follow-up came after that, and then a third on using it well.
Most AI training is generic and ends when the slides do. These are built around their business, their systems and the decisions they actually make. The measure of it isn’t the session. It’s being asked back.
