Approach
Human-centered systems
Most business systems are designed for efficiency on paper, but ignore how humans actually work. We start with reality. People have limited attention. They forget things. They get overwhelmed. We design processes that account for those realities instead of fighting them.
01 / Core principles
Work with human limits
People can’t hold more than 7 things in working memory. Meetings longer than 90 minutes lose effectiveness. We design systems that respect those constraints instead of pretending they don’t exist.
→ Long processes broken into discrete phases so people don’t need to hold everything at once.
The right thing is the easy thing
If your process requires heroic effort to follow, it won’t get followed. We design workflows where the correct path is also the path of least resistance.
→ Pre-filled templates that guide people through the steps instead of expecting them to remember them.
Build in psychological safety
People do their best work when they feel safe to experiment, ask questions, and admit mistakes. Systems should encourage transparency, not hide problems.
→ Retrospective rituals focused on “what can we improve?” not “who messed up?”
Design for clarity, not control
Rigid processes create bottlenecks. Clear principles with room for judgment create autonomy. Make expectations clear and trust people to execute.
→ Decision-rights frameworks that name the authority instead of routing every call to the founder.
Embed learning into work
Learning shouldn’t be separate from doing. We build reflection, feedback, and iteration directly into your workflows so improvement happens continuously.
→ Quick retrospectives built into project close-outs so lessons get captured while fresh.
02 / What we design
Rituals & rhythms
Recurring practices that create predictability and connection. Standups, retros, planning. Touchpoints that serve specific human needs: alignment, learning, celebration.
Communication norms
Clear expectations about how information flows. What needs a meeting vs. a message. How to give feedback. When to escalate.
Decision frameworks
Clear criteria for who decides what. Thresholds for escalation. Guidelines for when to consult vs. inform. Empowers autonomy and removes bottlenecks.
Feedback loops
Regular mechanisms for surfacing problems, celebrating wins, adjusting course. Pulse surveys, retrospectives, one-on-ones.
Environmental design
Physical and digital spaces that support different work modes. Quiet zones for focus, collaborative spaces, async-first digital environments.
Recognition systems
Intentional practices for acknowledging contributions and reinforcing desired behaviors. Recognition shouldn’t be an afterthought.
Next
Systems that work with your team
Start with a Flow Check to see where your current systems are fighting human nature instead of supporting it.
Book your Flow Check