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%. The fee funds execution: people, technology, reporting, finance and workflow ownership.
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 revenue
10% of revenue / month
Monthly fee billed
Annual fee
Effective % of revenue
$1.0M
$8,333
$10,000
$120,000
12.0%
$1.5M
$12,500
$12,500
$150,000
10.0%
$3.0M
$25,000
$25,000
$300,000
10.0%
$5.0M
$41,667
$41,667
$500,000
10.0%
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.
