Document & SOPs
Who This Is For:
You've got someone on your team (maybe more than one) who just knows how everything works. They've been there for years. They're the person everyone goes to when something's unclear, and they handle it, because it's faster than explaining it. The problem is you've accidentally built your operations around one person's memory, and that's a fragile place to be.
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This is also for businesses growing fast enough that new hires are joining before anyone's had time to write anything down. Onboarding takes longer than it should. People make avoidable mistakes. And the people training them are doing it differently every time because there's nothing consistent to point to.
What I Do:
I document your processes in a way that actually gets used. That sounds straightforward, but most businesses that try to do this themselves end up with a Google Drive folder nobody opens and a 40-page PDF that was out of date six months after it was written.
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The format depends entirely on what your team needs. Sometimes that's a single one-page guide for a task someone does every day. Sometimes it's a detailed manual with photos and video references for something complex or regulated. I've written documentation for everything from how to use LinkedIn to full operational systems for healthcare environments. Whatever the process, the standard I hold myself to is simple: if someone is doing this for the first time, can they follow it without asking anyone? If the answer is no, it's not done yet.
A Real Example
I was brought in to work with a healthcare facility after a 25-year manager handed in her notice. She'd been there since the doors opened. She'd built every process, written every system, and kept the whole operation running, but none of it had ever been written down, because she'd never needed to write it down. When she left, she took all of it with her.
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I spent six weeks interviewing staff, piecing together fragments of what everyone remembered, and rebuilding the operational documentation from scratch, updated for the software and ways of working the business had moved to since those original processes were created. Once the documentation was available for the whole team to reference, their error rate dropped by 7.3%. That number matters because it wasn't a training problem. It was a documentation problem. People couldn't work consistently because there was nothing consistent to work from.
What You Get:
Step-by-step procedures for every key function in your business, written so anyone can follow them
Detailed documentation, including lengthy guides with photos and video references where the job needs it
Everything in one organised place your team can search, access, and trust is current
How your team writes, speaks, and communicates internally and externally, so the standard is consistent regardless of who's sending the message
Reusable formats you own, so every time you hire or build a new process, you're not starting from a blank page
Jordan's Note:
The quality of the documentation depends heavily on what I can access. The best version of this work involves me talking to the people who actually do each task, not just the manager who oversees it. If your team can give me time, I can give you something that reflects how the work really gets done, rather than how leadership thinks it gets done. Those two things are often quite different.