Skip to main content
Quilla
Method

A short method, with fixed phases and clear deliverables.

Each phase is contracted separately. Moving from one phase to the next requires explicit agreement from both sides.

Talk to QuillaSee services
Total duration
Weeks, not months. Short, closed phases.
Quilla team
A small senior team. Whoever sells the work executes it.
Cadence
Weekly: operations with the team · leadership every two weeks.
Billing
Per fixed phase. Never by meeting hours.
01 · Principles

Six things we do in every project.

This is how we decide what to change, who needs to be involved, and when a phase is genuinely done.

01

We step in instead of advising from the outside.

We sit with the people doing the work, inside the operation.

02

We decide using evidence.

We measure before proposing. No slide-deck opinions.

03

We design with the team that will execute.

If they cannot run it themselves, it is not design; it is a PDF.

04

We implement until it works.

The project closes when the team uses the new way of working without assistance.

05

We work with your tools.

We do not force a stack. We change only what is necessary.

06

Scope and price are fixed per phase.

No overruns. If something changes, it gets renegotiated in writing.

02 · Phases

From the first meeting to an operation that is already running.

Four steps, each with duration, deliverable, involvement, cadence, and an explicit close condition.

PHASE 01

Understand the operation.

A short immersion inside the business, talking to the people doing the work — not just the people managing it.

We map real processes, roles, tools, and friction points with evidence. We diagnose with data, not opinion.

Duration
A short immersion phase. Timeline closed in the proposal.
Deliverable
Operational report
Involvement
Short interviews · Access to real processes and tools · 1 leadership sponsor
Cadence
Weekly progress meeting
Close
Report presentation + agreed prioritization
PHASE 02

Detect where it breaks.

We identify bottlenecks, critical dependencies, and possible automations. We prioritize by real impact.

Not everything that can change should change. We leave with the 3–5 interventions that actually move the operation.

Duration
The shortest phase of the method. Timeline closed in the proposal.
Deliverable
Prioritized friction map
Involvement
Validation with process owners
Cadence
2 shared working sessions
Close
Agreement on what will be addressed and what will not
PHASE 03

Redesign the flow.

We redesign processes, ownership, and tooling. We document only what is essential and nothing more.

We design the way of working with the team that will execute it. If they cannot run it, it is not a design.

Duration
A short design phase. Timeline closed in the proposal.
Deliverable
Operating design + implementation plan
Involvement
Workshops with the execution team · Weekly leadership review
Cadence
Workshops twice a week · Biweekly progress review
Close
Design signed off by operations and leadership
PHASE 04

Implement and support.

We configure systems, train the team, and stay involved until the new way of working is already in motion.

The project closes when the process lives in the system and the team uses it without assistance. Not before.

Duration
The longest phase: we stay until it runs. Timeline closed in the proposal.
Deliverable
New operation, up and running
Involvement
Execution team with real part-time dedication · Weekly leadership sponsor
Cadence
Operational standup 2×/week · Biweekly review
Close
Two weeks of autonomous operation before signing off
03 · How a project starts

From the first email to the start of Phase 01.

Before the first invoice, we make the fit, scope, and project start conditions explicit.

  1. Step 01

    Contact

    You write to us and we reply with a link for a 30-minute conversation.

  2. Step 02

    Conversation

    30 minutes. You walk us through the operation. Together we decide whether it makes sense to continue.

  3. Step 03

    Proposal

    If it fits, we send a Phase 01 proposal: scope, timeline, price, and assigned team.

  4. Step 04

    Kickoff

    A 90-minute meeting with leadership and the operating team. Access to real processes and tools.

  5. Step 05

    Work starts

    We step in. From that point on, the method takes over.

04 · How it ends

A Quilla project ends when the operation works without us.

Not when a PDF is delivered. Not when an invoice is signed. When the team uses the new way of working without assistance for two consecutive weeks.

What we do not call closure
Delivering a report with recommendations.
Signing an open-ended maintenance contract.
Leaving the team waiting for instructions.
Closing because of budget before it works.
04 · How it ends
Formal close
Two proven weeks of autonomous operation.
A documented handoff to the internal owner.
A follow-up review included after closeout.
No permanent dependency: if you call us again, it is for a different project.
05 · Roles

Who needs to be involved on your side.

ROLE · 01

Leadership sponsor

Makes scope, budget, and direction-change decisions. Blocks a weekly slot to decide.

ROLE · 02

Operations lead

Knows the process from the inside. Real part-time dedication during implementation.

ROLE · 03

Execution team

The people doing the work every day. Interviews and workshops, not status meetings.

ROLE · 04

Technical counterpart

Point of contact with IT for access, integrations, and tools. Limited weekly availability.

ROLE · 05

Change owner

Pushes adoption inside the team. Not necessarily someone new: usually the operations lead.

ROLE · 06

Quilla

A small senior team per project. Always in direct contact with the team, never through intermediaries.

06 · Conversation

If this fits how you want to work, let’s start with a call.

The first conversation helps validate fit, locate the primary friction, and decide whether opening Phase 01 makes sense.

Request a conversationSee services
Duration
30 minutes.
Commitment
None. If it is not a fit, we will say so.