Capability · Advisory
Not everything should be automated. Deciding which half is the work.
Most companies we meet already have their systems, their people know them, and the quiet fear underneath the automation conversation is that all of it is about to be replaced. Advisory is the part where we look at how the work really runs and say what is worth automating, what is better bought than built, and what to leave exactly as it is for another year. It begins with a free consultation and, if there is something there, a paid process audit that ends in a written report and a fixed price.
Free, 30 minutes, no obligation.
What the audit decides
- Whether the process is worth automating at all — including when it isn't
- Build it, buy it, or change the process rather than the software
- The order: what goes first, what waits, what stays manual
- A written report and a fixed price for the build, yours to keep
The problem
The fear isn't the cost. It's being made to learn a new system.
A gestionale the accountant knows by heart, a shop that works, and a mailbox where everything actually happens. That is the starting position in most Italian companies, and when automation comes up the unspoken assumption is that the spring will be spent learning something new. Usually it isn't true. Saying so, before anybody has paid for a build, is what advisory is for.
Today
- 1Automation is discussed as a company-wide programme, which makes it easy to postpone for another year
- 2Quotes arrive from suppliers who have never watched the work being done
- 3The process that gets automated first is the one somebody complained about loudest
- 4Nobody has counted how often it really runs, or how long it really takes
- 5Every conversation carries the same assumption: that the systems everybody already knows are about to be replaced
With Reviamo
- 1Somebody has sat with the people who do the work and written down how the process really runs — exceptions, workarounds and all, not the version in the manual
- 2Every candidate is ranked by payback, with what it needs from your systems and what stands in the way, so the first build is chosen rather than guessed
- 3The things that should not be automated are named as such — bought off the shelf instead, fixed as a process, or deliberately left alone
Advice you can only act on by buying from us isn't advice. That is why the report is yours to keep whatever you decide next.
How it works
Three steps. You only pay from the second one.
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1
Consultation
Thirty minutes online, no preparation needed and nothing to sign. You describe where the work piles up; we say whether it looks like a good automation candidate and roughly what the effort involves. "This is not worth automating" is a normal outcome, and you hear it on the call rather than three meetings later.
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2
Map
The audit starts with the people who actually do the work, not with the procedure document. We follow the process end to end, including the exceptions, the workarounds, and the step somebody added three years ago and never told anyone about. No tool can do this part — it is people asking questions.
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3
Count
Then the volumes and the hours: how often it runs, how long it takes, how often it goes wrong and what it costs to put right. A process that feels endless but runs twice a month is a different decision from a quiet one that runs all day. Where a number is an estimate, the report says it is an estimate.
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4
Check
What your systems will actually allow. Whether the gestionale exports, whether the shop has an API, what your provider already includes in the licence you are paying for, and who owns the data. Blockers belong in the report, not in month two of a build.
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5
Report and decide
You get a written report: how the work runs today, every candidate ranked by payback, what each needs from your systems, a sequence, and a fixed price to build the first one. If you go ahead, the audit fee is deducted in full from the implementation. If you don't, the report is still yours.
Illustrative contents. Every line is something the written report actually contains; the flagged one is the recommendation clients least expect to read.
Plugs into
What we look at during an audit
- The systems in the flow
- Your gestionale or ERP — TeamSystem, Zucchetti, Danea EasyFatt, Odoo — plus the shop, the CRM and the mailbox
- The documents themselves
- Real invoices, orders, delivery notes and offers, including the FatturaPA XML arriving through SdI from Fatture in Cloud or Aruba
- Where people's hours go
- Who touches the process, how often, what they retype, and what they do when it goes wrong
- What you already pay for
- Licences, modules you own and never switched on, provider contracts and renewal dates
We rarely need full access — an export, a read-only login and an hour with the person who actually does the work will usually do. The one boundary is SAP: if it sits at the centre of the process, that is where we stop, and you hear it in the free consultation rather than in the report.
Who it's for
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Companies that already have their systems
TeamSystem, Zucchetti or Danea EasyFatt in place and people who know them. Most of what an audit recommends leaves all of that exactly where it is.
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Owners who were quoted without being asked anything
A price arrived before anybody watched the work being done. The audit is the part that makes a number mean something.
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Companies with more candidates than attention
Several processes that all look automatable, and enough patience for one. Which one goes first is the entire decision.
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Anyone who suspects the answer is no
Sometimes it is. Finding that out in a report is a great deal cheaper than finding it out in month four of a build.
Solutions in this area
The specific processes this covers, each compared before and after.
Finance
Invoices read, matched and posted
Where audits land most often in finance: the supplier invoices somebody still opens, checks and retypes into the gestionale.
Read moreSales
Follow-up that doesn't rely on memory
Usually the cheapest thing an audit finds: quotes that went quiet because nobody remembered to chase them in time.
Read moreKnowledge
The answer already exists — finding it is the job
When the hours go on searching rather than doing, the audit points here instead of at another process to automate.
Read moreQuestions
The questions people ask before booking an audit.
What happens in the free consultation?
Thirty minutes online, with nothing to prepare and nothing to sign. You describe where the work piles up, and we tell you on the call whether it looks like a good automation candidate and roughly what the effort involves. An honest "this is not worth automating" is a normal outcome — if you want to start there, tell us which process annoys you most and we take it from there.
Why is the process audit paid?
Because it is real work rather than a sales visit: interviews, mapping the process end to end, checking what your systems will allow, and a written report with a fixed price at the end. Giving that away would mean either doing it badly or quietly padding the build to pay for it, so we charge for it and deduct it in full from the implementation — go ahead, and the audit has effectively cost you nothing. An audit typically takes one to two weeks, and the three steps are set out on how we work.
Do we keep the report if we don't build with you?
Yes — the report is yours to keep, even if you then build it with somebody else. It is written to be handed to any supplier: the process map, the candidates ranked by payback, what each one needs from your systems, and the blockers we found. We would rather you hold a document you can act on anywhere than a proposal that is only useful if you choose us.
What if the right answer is to buy a product rather than build one?
Then that is what the report says, and it happens often. A product that already does the job — a module of the gestionale you are paying for and never switched on, a PrestaShop plugin, an Odoo app — beats a custom build somebody has to maintain for the next decade. Sometimes the answer isn't software at all: change the order in which two people do the work and the problem stops existing. Saying that costs us a build and is the only thing that makes the advice worth having.
How do you decide what to automate first?
By payback, not by how loudly the process is complained about. We rank the candidates by what they cost you now against what they take to build and maintain, then sequence them: one first, one after it, and the rest deliberately left for a year so you are not running a company-wide programme. In practice the first build is often supplier invoices or follow-up on quotes, because both are frequent, rule-based, and easy to run in parallel with the manual process until you trust them.
When do you tell someone not to automate at all?
When the process changes shape every time it runs, when it runs twice a year, or when the real problem is the process rather than the tooling. Those three are published up front, alongside the one system we don't integrate with — where we stop — so none of them arrives as a surprise. An audit that reaches one of those conclusions has still done its job: a process with nothing stable in it cannot be automated yet, only automated badly.
Related solutions
The two places an audit usually points next.
Capability
The systems you already have, finally talking to each other
Where most audits land. Nothing is replaced — the gestionale, the shop and the mailbox simply stop being joined together by a person retyping.
Read moreCapability
Software built for the way you already work
For the part of the process no product on the market actually matches. The audit is what establishes whether you are genuinely in that minority.
Read moreAll solutions
See everything we automate
Six of the processes we're asked for most, each compared before and after.
Back to services
Free consultation
Start with the free consultation, not the audit.
Thirty minutes online, no preparation needed. Tell us which process annoys you most and you'll leave the call knowing whether it's worth automating — including if the answer is that it isn't.