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One operating platform across the business.

Opsist builds and operates the technology, workflows and reporting infrastructure behind finance, customers, people, procurement and growth.

Operating technology

One technology layer across core operations.

The same operating layer runs one company or an entire portfolio, and continues to run when people change.

Unified management dashboards

One view of the business across finance, operations and growth.

Financial and KPI data layer

A single source for reporting, forecasting and diligence.

Workflow automation

Recurring processes run as workflows with owners, states and exception handling.

AP/AR and approval workflows

Payments moved through documented, dual-controlled paths with an audit trail.

CRM / revenue operations

Pipeline, quoting, renewal and handoff logic operated as a system.

Customer-service operating systems

Queues, service levels and escalation paths, each with a named owner.

HR / people workflows

Onboarding, records and the compliance calendar run on schedule.

Vendor / procurement workflows

Sourcing, approvals, renewals and spend visibility in one place.

Portfolio reporting & benchmarking

The same reporting layer applied across multiple companies.

AI-assisted process automation

Applied to defined workflows where it measurably removes manual handling.

Capability categories describe what an Opsist operating platform can include. Tooling and sequencing are defined per engagement.

Operating model

Technology and execution under one operating model.

Opsist combines technology infrastructure with accountable operating ownership.

Technology

Opsist builds and maintains the data layer, dashboards, integrations and workflow automation the business runs on. The platform is documented, permissioned and designed to carry more than one company.

Execution

Opsist operators take named ownership of the functions that run on the platform, produce deliverables on a published cadence, and are measured on output that arrives on time and holds up under review by a lender, an auditor or a buyer.

Functions

Core operating functions under one accountable model.

Each function carries a stated responsibility, a defined deliverable set and a published cadence. Scope is set per engagement.

01

Finance & Reporting

Monthly close · weekly flash · quarterly review

Operating condition

Books close weeks late, the numbers change after the fact, and no one can explain last month's margin without a spreadsheet rebuild.

Opsist responsibility

Opsist owns the close calendar, the chart of accounts, reconciliations and the management reporting package.

Deliverables
  • Monthly close on a published calendar
  • P&L, balance sheet and cash flow with variance commentary
  • Reconciled bank, card and merchant accounts
  • Budget-to-actual and rolling forecast maintenance
  • Audit-ready supporting documentation
02

AP/AR & Cash Operations

Weekly payment run · weekly AR review · daily exceptions

Operating condition

Invoices go out late, collections depend on the founder chasing, and payments are approved by whoever is available.

Opsist responsibility

Opsist owns billing, collections, vendor payment runs and the approval workflow that governs both.

Deliverables
  • Invoicing on a fixed schedule with dunning sequence
  • AR aging and collections follow-up
  • Scheduled payment runs with documented approvals
  • Vendor records, terms and dispute handling
  • 13-week cash view
03

People Operations

Per payroll cycle · monthly compliance review

Operating condition

Onboarding is improvised, records are scattered, and compliance dates are remembered rather than tracked.

Opsist responsibility

Opsist owns payroll administration, onboarding and offboarding execution, records and the compliance calendar.

Deliverables
  • Payroll cycle administration and reconciliation
  • Onboarding and offboarding checklists executed
  • Employee records and document retention
  • Compliance calendar with owners and due dates
  • Policy documentation maintained
04

Customer Operations

Daily queue management · weekly service review

Operating condition

Support depends on a few people, response times vary, and escalations reach the founder before anyone else.

Opsist responsibility

Opsist owns support queues, service levels, escalation paths and the retention workflows attached to them.

Deliverables
  • Queue management against agreed service levels
  • Documented escalation matrix
  • Macros, templates and knowledge base upkeep
  • Churn and issue reporting by root cause
  • Renewal and retention touchpoints
05

Systems & Automation

Continuous · monthly stack review

Operating condition

Six tools do overlapping jobs, data is re-keyed between them, and the integrations break quietly.

Opsist responsibility

Opsist owns the operating tool stack, its integrations, data hygiene and the removal of manual handoffs.

Deliverables
  • Systems inventory and consolidation plan
  • Integrations built and monitored
  • Data hygiene rules and deduplication
  • Documented runbooks per workflow
  • Access and permission structure
06

Marketing / Growth Operations

Weekly pipeline review · monthly spend reporting

Operating condition

Campaigns run without attribution, the CRM is out of date, and no one agrees on what a qualified lead is.

Opsist responsibility

Opsist owns campaign operations, CRM and pipeline hygiene, and reporting on acquisition spend.

Deliverables
  • CRM structure, stages and data hygiene
  • Campaign execution and QA
  • Lead routing and response-time tracking
  • Acquisition spend and pipeline reporting
  • Lifecycle and nurture operations
07

Vendor & Admin Operations

Monthly register review · renewal-driven

Operating condition

Subscriptions renew unnoticed, contracts live in inboxes, and no one owns the administrative back end.

Opsist responsibility

Opsist owns vendor administration, contract tracking, renewals and general business administration.

Deliverables
  • Vendor and contract register with renewal dates
  • Subscription audit and consolidation
  • Insurance and licence renewal tracking
  • Document management structure
  • Administrative request handling

Scope

Scope and responsibilities.

How responsibility is divided between Opsist, the company and its licensed advisers.

Advisory boundaries

Audit, tax opinions, legal advice and investment advice are provided by the company's licensed advisers. Opsist coordinates with them.

Executive authority

Strategy, pricing authority and major commercial terms remain with the founder and executive team.

Customer relationships

Opsist supports growth operations, pipeline hygiene and reporting. Sales relationships remain with the company.

Written scope

Functions transition under documented scope. New functions are added by written amendment.

Engagement model

Opsist owns functions and outcomes under an operating agreement, with named accountability on each side.

Capital decisions

Operating engagement and investment are separate decisions. Any capital is subject to diligence and separate documentation.

Scale

What scales at Opsist.

Finance and reporting, customer operations, people workflows, procurement, dashboards, integrations and automation are standardized across companies. Company-specific commercial workflows remain tailored.

Data layer and dashboards

One financial and KPI source, extended to each new entity on the same reporting basis.

Shared services

Finance, cash, people, procurement and vendor administration run once for every company on the platform.

Workflow automation

Documented workflows with owners, states and exception handling, replicated rather than rebuilt.

Operating cadence

Weekly operating review, monthly close and quarterly review on one calendar across the group.

Control framework

Access management, dual control and audit trail applied consistently as scope and headcount grow.

Portfolio reporting

Entity-level and consolidated reporting that lenders, investors and buyers can read without a rebuild.

Fee structure

Fee structure.

Our economics have two parts: an operating partnership fee while we build and run the platform, and a 10% participation if a qualifying exit occurs.

01

Operating partnership fee

10% of topline revenue, subject to a $10,000 per month minimum ($120,000 per year).

Below roughly $1.2M in annual revenue the minimum applies and the effective rate is above 10%.

02

Exit participation

10% at a qualifying exit, with the calculation base and mechanics defined in the partnership agreement.

Exit participation is separate from the operating fee and applies only if a qualifying exit occurs.

Pricing is evaluated against the operating cost Opsist replaces or absorbs, not against revenue alone. The Ops Audit maps the annual salary, finance, operations, systems and vendor-administration cost Opsist can absorb. That verified cost pool should exceed the operating fee for the partnership to pass the base economic-fit test. The table below illustrates the operating partnership fee at four revenue levels.

Monthly and annual Opsist fees at four illustrative revenue levels
Annual revenue10% of revenue / monthMonthly fee billedAnnual feeEffective % of revenue
$1.0M$8,333$10,000$120,00012.0%
$1.5M$12,500$12,500$150,00010.0%
$3.0M$25,000$25,000$300,00010.0%
$5.0M$41,667$41,667$500,00010.0%
At $1.0M revenue, 10% of revenue is $8,333/monthminimum applies
$10,000 x 12 months$120,000 / year
$120,000 ÷ $1,000,00012.0% of revenue

Figures illustrate the stated fee formula at four revenue levels. Final scope and fees are documented in the engagement agreement, which governs.

Start Your Free Ops Audit

A structured review of finance, cash, people, customer and systems operations, with a written view of what Opsist would own, what would change first, and whether a partnership fits.