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Business process consultants · Professional services

Be found by the owner whose work moves by phone call, Excel sheet and somebody remembering.

An order comes in on WhatsApp. Someone types it into Tally, someone else prints a challan, accounts waits for the transporter's receipt, and the invoice goes out nine days later. Each person did the job asked of them. The owner just knows that cash is slow and every query takes three phone calls.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

Realistic editorial illustration of business consultants at work in India

In one paragraph

Business process consultants map how work passes between people and departments, such as an order, an approval or a payment, and redesign it so it stops stalling. Marketing makes you visible to owners drowning in follow-ups. Sales turns that into a scoped mapping project, and GullySales starts with the workflows you are best at redesigning.

That is your work. It is hard to sell because the owner may not call it a process. The word the owner uses is chaos, or "my people keep forgetting". A page that opens with "BPR methodology" does not reach that owner. A page about orders waiting nine days for an invoice does.

Last updated 18 Oct 2026.

How buyers decide

How business process consultants are chosen.

The enquiry arrives from three directions. One is the owner who has grown past what memory can hold. The second is the finance or operations head who must hand a system to an ERP vendor and finds the real flow of work is not written down. The third is a company preparing for an audit, a funding round or a certification and finding it has no documented procedure.

Searches are specific: "SOP writing for small business", "order to cash process", "workflow automation consultant", "process documentation for ERP". An accounting or ERP partner who cannot configure a module until the approval steps are written down will point the owner to someone who writes them.

Buyers judge you by the sample. A flow chart of a real, anonymised process, with the delays marked, tells them more than any description. They also ask which people in their team you will need to sit with, and how much of those people's working day it will take.

The problem

What usually goes wrong for business process consultants.

What owners tell us on the first call, in their words.

  • “The work is invisible until a process is drawn”

    Owners cannot see their own bottleneck, so they do not know to search for you. They search for the complaint.

  • “Jargon in the first line”

    Terms such as BPR, BPM and as-is and to-be maps put off a trading firm owner who only wants invoices out sooner.

  • “Software partners keep the relationship”

    An ERP reseller writes the process notes as part of the implementation. You are only called when that has gone wrong.

  • “Staff resist being observed”

    If the owner has not told the accountant why you are sitting at the next desk, the project stalls. Your first meeting has to deal with that.

  • “Documents are delivered and then ignored”

    A binder of SOPs sits on a shelf. Without a plan for who owns each process, the owner sees no change and does not refer you.

  • “Proposals are compared on page count”

    A rival quoting "50 SOPs" looks bigger than your plan for the four flows that carry the cash. The proposal has to show why four is the sounder scope.

What we do

What we do for business process consultants.

Everything included for business process consultants.

  1. Pages for the slow flow

    One page each for order to cash, purchase to payment, hiring to joining, enquiry to quotation and complaint to closure, written as the owner describes the delay.

  2. A sample process map

    One real process, anonymised, drawn as it ran before and as it was redesigned, with every handover marked and the owner of each step named.

  3. A plain page on SOPs

    What a good SOP contains, who writes it, how long it should be and how it is kept alive, in language the owner uses.

  4. A brief for software buyers

    A short document an owner can give an ERP or CRM vendor, listing the processes to be set up and the questions to be answered first.

  5. Introductions for partners

    A short note for accountants, ERP partners and CRM consultants on when in an implementation to bring you in and what a joint project would cover.

  6. An enquiry tracker

    Each enquiry logged with the process it concerned, the enquirer's role (owner, finance head, ERP partner) and the next step.

How the result is measured

  • Enquiries by source and by process named
  • Mapping projects sold from enquiries
  • Referrals from software partners and accountants
  • Repeat projects from existing clients
  • Downloads of the SOP and software-brief documents
  • Days between enquiry and first meeting

Recorded as a baseline before work starts, so every later report has an honest comparison.

Every service, written for business process consultants

Each has its own page: what it involves for business process consultants, what you get, and what it is measured on.

Worth a page and a campaign of their own

Pages about the delay the owner sees, such as slow invoicing, late payments and lost orders · Plain-language pages on SOP writing and workflow mapping · One anonymised process map shown as a sample on the site · Pages for the buyer who has to brief an ERP vendor · A first-meeting script that explains why you are watching staff · A sheet that records each enquiry against the process it concerned · Introductions to ERP, CRM and accounting software partners · A question for each process owner at project close: which written step do you still follow?

Priority campaigns

Campaigns for what business process consultants most want to sell.

Each one planned around when your buyers decide, and measured against the baseline.

  • Slow-invoice campaign

    Search ads and a page aimed at trading and manufacturing firms whose invoices lag behind dispatch, with a one-page checklist of where the gap sits.

  • Before-the-ERP campaign

    Messaging for companies who are about to buy accounting or ERP software, explaining why process notes come first.

  • Audit-readiness note

    A page and outreach for firms preparing for ISO, a bank review or investor due diligence, covering the written procedures an assessor asks to see.

  • Founder handover campaign

    Outreach to second-generation family business owners taking over from a founder who ran everything from memory.

Beyond search

Where we reach buyers of business process consultants, beyond Google.

Search matters, but it is rarely the only way this industry's buyers find a supplier.

  • ERP, CRM and accounting software partners

    A reseller needs the approval steps written down before configuring them. A note sets out how your mapping work sits beside theirs.

  • Chartered accountants and auditors

    Missing controls and late documents show up in their files first. A one-page introduction they can forward to a client.

  • ISO and quality consultants

    A certification audit asks to see the written procedure, and the quality consultant may not be the one to draw it. A referral note sets out who does which part.

  • Industry associations

    Local trade and MSME bodies run member sessions. Offer an outline on writing one SOP from a real order, with a template to take home.

  • LinkedIn for operations and finance heads

    Short posts showing a real handover problem, followed by a direct message to those who comment.

Who it is for

This is written for these business process consultants.

  • Trading and distribution firms with order, dispatch and billing handovers
  • Small manufacturers with job cards, purchase and stores
  • Hospitals and clinics with admission, billing and insurance claims flows
  • Educational institutions with admissions, fee collection and records
  • Logistics and transport operators with booking, trip and payment cycles
  • Real estate and construction firms with approvals, billing and vendor payments
  • Service companies with ticketing, field visits and invoicing
  • Companies preparing for an ERP, an audit or a funding round

Not for

It is not the right fit if.

  • You want a guaranteed Google ranking or a guaranteed number of leads. Nobody honest can promise either.
  • You need enquiries by next week and have nobody to answer them.
  • You want posts and reach reported, not enquiries and orders.

How it works

How the work runs for business process consultants

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Name the flows you redesign best

    From your requirements brief we list the flows you redesign best, the buyers you want and what a project of yours covers.

  2. 2

    Record the baseline

    Enquiries by source, how many became mapping projects, and how many projects led to a second one.

  3. 3

    Write the pages and the sample

    The flow pages and the sample map are drafted with you, and checked for the owner's words rather than the method's.

  4. 4

    Start reach and follow-up

    Search and partner introductions begin; every enquiry enters the tracker with a next step.

  5. 5

    Compare with the baseline

    Results are set against the starting record, and what is not drawing enquiries is changed.

Where this fits

Three pieces of sales work, in this order.

GullySales builds every engagement from three pieces of sales work. This page is not one of them, but the same three steps apply to the business behind it.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions business process consultants ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
How do I sell process work to an owner who does not use the term?
Start with the delay, not the term. Pages about invoices that take nine days or orders lost between two people are what an owner searches for and recognises.
Will pages on SOP writing bring in only small jobs?
Some, yes. The page says what a useful SOP set looks like, who owns each one and that you start with the few flows that matter, which puts off buyers who want a binder by weight.
Can you work with the ERP partners who compete with me?
Yes. The page positions you before the software purchase or beside it. A brief that helps an owner prepare gives the reseller cleaner input, which is a reason to refer you.
Can I show a client's process map on my site?
Only with the client's written consent, and with names, amounts and product details removed. Show the cleaned version to the client before it goes live. Your contract's confidentiality terms come first, so check them with your own adviser.
What does it cost?
There is no list price. We read your brief, talk to you, and then send scope and fee in writing. Our time, media spend and production are priced separately.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
Fixes to reply time, follow-up and your Google Business Profile are the quickest to show, because the enquiries already exist. Ads can follow soon after follow-up is in place. SEO and content take longer. How long each takes depends on your business, and we tell you which applies to you after we have spoken. Nothing here is guaranteed.
What do you need from us?
To start, last month's enquiries in any format and time with whoever handles them. After that, access to the accounts the work touches, such as the website, Google Business Profile or CRM.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

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