What our clients say.

We genuinely thought we needed more people. It turned out we needed to fix the process first. 5813 mapped out what was actually happening and found a few things we’d just accepted as ‘the way we do it’. We removed three unnecessary handovers and freed up around 18 hours of admin every week.

Once we mapped the process, it was pretty obvious where things were going wrong. Everyone had their own way of doing things, and there were a couple of checks being done twice. We also found a handover that was adding nearly a day.

We’ve used consultants before who gave us a really good report and then disappeared. 5813 were different. They stayed involved and helped us actually put the changes into practice. Within 12 weeks, our average turnaround time had dropped by 27%.

We knew something wasn’t working, but we couldn’t quite work out what. 5813 came in and asked questions we’d stopped asking ourselves. We changed four parts of the workflow and saw a difference pretty quickly.

Everyone was basically doing the same job, just slightly differently. 5813 helped us standardise the important bits without turning everything into red tape. Our rework dropped by around 30%.

We were constantly fixing the same problems. 5813 helped us step back and look at why they kept happening. One change to the process reduced repeat issues by 42% over the first three months.

We were convinced one team was causing our delays. They weren’t. Once 5813 mapped the whole journey, we realised the real problem was happening between two other teams. We cut the handovers from six to three.

We had loads of numbers, but not much of a clue what they were actually telling us. 5813 helped us strip it back to the KPIs that mattered. We went from tracking more than 20 measures to seven.

Our SOPs technically existed, but nobody really wanted to use them. 5813 helped us rewrite them properly. One of our 15-page SOPs is now a four-page guide that the team actually uses.

The biggest thing for us was getting clear on who actually owned what. 5813 helped us sort out ownership and accountability, and suddenly people weren’t waiting for someone else to pick something up.

What worked when we were half the size just wasn’t working anymore. 5813 helped us change the process before growth made the problem even bigger. We increased volume by around 35% without the extra headcount.

We’d always looked at the process from our side. 5813 made us look at it through the customer’s eyes. That highlighted five areas where we were creating unnecessary friction.

We knew people were losing time somewhere, but we couldn’t see exactly where. We found more than 100 hours of avoidable work every month.

They didn’t come in and make everything more complicated. They focused on what was actually getting in the way, and we had the first changes in place within eight weeks.

We needed consistency, but we definitely didn’t need more rules. 5813 helped us agree what had to be done consistently while still giving people room to work in a sensible way.

One of the things I liked most was that they actually spoke to the people doing the work. 5813 spoke to people across five teams before making recommendations.

They weren’t afraid to challenge us, which we needed. That led to nine fairly simple changes that have made a real difference.

We could see where the process started and where it finished, but everything in the middle was a bit of a black box. The mapping work showed us exactly where the delays were being created.

The biggest benefit is probably that we don’t need 5813 sitting next to us forever. We now review the process every month rather than waiting for something to go wrong.

We’re an SME, so we don’t have a huge transformation team internally. 5813 gave us that expertise without turning it into a massive consultancy project. The first phase identified around £85,000 in annualised savings.

We didn’t want to take a broken process and just put it into a new system. 5813 helped us rethink the workflow before we automated it. The implementation finished two weeks ahead of the revised plan.

We thought the team was at full capacity. It turned out around 15% of their time was going into avoidable admin.

We’d got into a habit of firefighting. 5813 helped us put better processes and measures in place so we could actually see things coming. Our recurring operational issues have dropped by around 35%.

We didn’t need a massive strategy document. We needed someone to look at what was actually happening and tell us what needed changing, and we had the first improvements in place within the first month.

We had a long list of things we could have fixed. 5813 helped us work out what actually mattered and what could wait, so we saw improvements much sooner.

They didn’t just take our job description and start firing CVs at us. We interviewed five candidates and hired one. That’s exactly how we wanted it to work.

We didn’t need 30 CVs. We needed three good ones. We had four interviews from the first shortlist and made a successful hire.

We’d struggled to explain exactly what we needed because the role crossed a few different areas of the business. 5813 took the time to properly understand it before going to market and filled the role in five weeks.

We’d been trying to fill the role ourselves for months. We went from having no suitable applicants to having three strong candidates from the first search.

The candidates weren’t just right on paper. The person we hired settled in really quickly and was managing their own workload within the first three months.

We always knew what was happening. We never had to chase for information, which sounds simple, but it makes a big difference.

They understood what we actually meant rather than just matching keywords on a job description. They found three genuinely relevant candidates from a fairly small talent pool.

Recruitment was taking up far too much management time. We reduced the amount of management time we were spending on recruitment by roughly 50%.

With previous agencies, we often felt like we were explaining the role again and again. With 5813, the first shortlist was already very close to what we were looking for.

The recruitment process felt much more human. The person we hired has now been with us for more than a year, and it’s been a really good fit.

They were prepared to tell us when someone wasn’t right. They cared more about giving us the right shortlist than just putting people in front of us.

They helped us realise that we were actually recruiting for the wrong role. 5813 challenged it, reshaped the brief and found someone who made much more sense for the future of the business.

We needed someone quickly, but we didn’t want to rush into the wrong hire. We had a strong shortlist within nine days and made an appointment three weeks later.

They understood the team, not just the vacancy. You can’t really put culture into a job description — you could see that in the people they introduced.

It felt like they were part of our hiring team rather than an agency sitting outside the business.

We went to 5813 thinking we needed to recruit. They actually made us stop and look at the process first. In the end, we avoided hiring two people we didn’t actually need.

Our problem wasn’t just a process problem or just a people problem. It felt like one joined-up piece of work rather than separate projects.

We needed more people, but we also needed a better way of working. We’ve since supported a 38% increase in operational volume without increasing headcount at the same rate.

We had process issues, capability gaps and recruitment needs all happening at once. 5813 helped us understand how they were connected, and we came away with a clear 12-month plan.

We’d used recruitment agencies and process consultants separately before. 5813 could actually look at the business and ask whether we needed to change the process, develop the people, or recruit new capability.

We stopped hiring around the problem. 5813 helped us understand where the process was creating unnecessary work and where we genuinely needed more resource.

Not every capability gap needed a new hire. That distinction saved us from making some unnecessary hires.

We were going through a pretty messy period of growth. 5813 helped us work out what needed fixing first and where we actually needed more capability.

They didn’t come in thinking they already knew the answer. Sometimes that meant changing the process. Sometimes it meant developing people. Sometimes it meant recruiting.

Before working with 5813, we always thought about process and recruitment as two completely separate things. Now, when something isn’t working, we ask ourselves whether it’s a process problem, a people problem, or both.