Case Study 1: Carvimial Fitness (Gym, Retail Shop & Smoothie Bar)
Running a gym, retail sports shop, and smoothie bar under one roof meant scattered problems across every department.
leads coming in but never properly followed up, no inventory tracking, coaches with no consistent way to track client training progress, no clear process for equipment maintenance, and cleaning that varied depending on who was on shift.
The CEO was hands-on in almost everything, with no way to step back and still know how the business was performing.
We built SOPs across every department, from lead follow-up, inventory management, coaching and client tracking, equipment maintenance, and cleaning, so each function runs to a defined standard instead of depending on who’s working that day.
Result: Leads are now systematically followed up on instead of falling through the cracks. Inventory is tracked instead of guessed at. Coaches have a consistent method for tracking client progress. Equipment maintenance and cleaning follow a set schedule. And the CEO can track performance across the business without being in the room for every decision.
From cold leads and no inventory tracking, to a gym that runs on systems, not hustle.
Case Study 2: Clehanson Hospital
A single-location hospital with multiple departments in need of structure.
The pharmacy had no reliable way to track inventory, leaving stock unaccounted for. Reception ran on a paper-based numbering system to manage patient arrivals which was chaotic and hard to keep organized.
And new doctors joining the hospital struggled to align with how the chief doctor consulted with patients, creating inconsistency in prescriptions and patient experience
For the pharmacy, we built SOPs that work in tandem with WhatsApp groups, every drug dispense and every restock is now tracked and monitored. For reception, we replaced the paper system with organized SOPs plus an internal dashboard to digitally track and assign patient numbers, with the added ability for patients to leave reviews of their experience.
For doctors, we spent time observing and discussing consulting methods directly with the chief doctor, then translated that into a standardized onboarding SOP for new doctors, creating consistency in how prescriptions and consultations are handled hospital-wide.
Result: Pharmacy inventory and every dispense is now fully tracked and accounted for. Reception runs on an organized, digital system instead of paper chaos, with patient feedback now being captured for the first time. New doctors onboard into a consistent consultation style instead of learning by trial and error, creating real cohesion in how the hospital delivers care.