You can feel it when operations leak: heroic effort producing mediocre margin. We find the bottleneck and fix the system, not the people.
Nine times out of ten the team is fine and the process is broken: unclear ownership, double entry, work waiting in queues nobody watches. We map the real workflow, find where time and margin drain out, and redesign it with the people who run it - which is also why the changes stick.
Deliverables are concrete: a redesigned process in writing, owners for each step, and the two or three metrics that tell you weekly whether it's working.
Diagnosis rides along with normal operations - interviews and observation, not shutdowns. Changes roll out in planned steps.
No. It's usually capacity-finding: the same team getting more done with less friction. Sometimes that means growth without hiring; occasionally it surfaces a role that needs to change.
Implement. The engagement isn't done at the report - it's done when the new process is running and measured.