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scaling
BOOS Advisory
Control
BOOS Control
upbuild
BOOS Structure
see
BOOS Core
BOOS is a business management system that can handle growth.
BOOS transforms a company from a manual mode to a managed system – transparent processes, distributed responsibility, control using indicators.
Business Owner Operating System
our solutions
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business is growing.
management can't cope
The team is growing, projects are multiplying, and turnover is growing. But at the same time, management is increasingly reliant on manual control
you are the center of all decisions
responsibility is distributed
everyone knows their zone and the result they are responsible for
the team is awaiting your instructions
control is based on numbers
you see bottlenecks in metrics before they become a problem.
Processes are based on agreements
the processes are transparent
there are rules, clearly defined stages and deadlines
tasks and responsibilities are blurred
responsibility is distributed
everyone understands their area of responsibility and the result for which they are responsible
mistakes are repeated again and again
The indicators are measurable
the indicators are visible - failures are corrected based on the data.
Growth requires more of your time
Growth does not destroy structure
the system can handle scaling without your constant involvement
our solutions
/
The business is growing.
Management can't keep up.
The team is growing, projects are multiplying, and turnover is growing. But at the same time, management is increasingly reliant on manual control
Growth requires more of your time.
Growth does not destroy structure
the system can handle scaling without your constant involvement
mistakes are repeated again and again
The indicators are measurable
indicators are visible - failures are corrected based on data
tasks and responsibilities are blurred
responsibility is distributed
everyone understands their area of responsibility and the result for which they are responsible
Processes are based on agreements
The processes are transparent
there are regulations, clear stages and deadlines
the team is awaiting your instructions
Control is based on numbers
you see bottlenecks in metrics before they become a problem
you are the center of all decisions
Responsibility is distributed
everyone knows their zone and the result they are responsible for
The faster a business grows, the faster management chaos becomes visible
company growth does not destroy the system
control is based on numbers, not manual control
decisions are made based on indicators
responsibility is clearly distributed
processes are transparent and repeatable
What is boos
about product
/
BOOS is not consulting or CRM setup.
This is a management architecture that we build together with the owner: from diagnosing the current state to a working system in which the business grows without the owner's daily involvement.
We are building a model in which:
This is a management architecture that we build together with the owner: from diagnosing the current state to a working system in which the business grows without the owner's daily involvement.
We are building a model in which:
The result of the implementation of BOOS
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As a result of working with BOOS, you receive a fully built business operating system
Each element is a specific artifact or working tool. It's not just recommendations or presentations — it's a system that stays with you and works after the project is completed.
BOOS Core — diagnostics and strategy
01
strategy and roadmap
Fixed Point B – the owner's goals and the company's target model. Roadmap: what to implement, in what order, and for what timeframe
Business diagnostics
An objective map of the current state: key processes, responsibility structure, bottlenecks and operational risks
BOOS Structure — Systematization by EOS
02
Problem Solving System (IDS)
The EOS problem-solving mechanism is: identification, recording, prioritization, and closure. Problems are addressed systematically during regular meetings rather than piling up
Activities and meeting system
Company meeting structure: composition, agenda, frequency, and procedures. Management through rhythm – weekly, monthly, and quarterly formats
Processes and regulations
Key processes are documented: sales, distribution, procurement, and finance. These processes are recorded in the system, eliminating the need to involve specific employees.
Data and metrics
A system of key performance indicators for the company and departments. Weekly metrics for the team. Management through numbers, not through feelings and messaging updates
People and structure
Organizational structure, reporting system and job files with functions, areas of responsibility and indicators for each key role
Company vision
A documented shared vision: where the company is going, its values, its target customer, and how it differentiates itself from competitors. The team understands the direction—not just the owner
BOOS Control — Digital tools
03
Owner dashboard
All key business metrics in one place—in real time. Not just chat summaries, but live data in a convenient format
Platform for business
If necessary, a developed and launched platform tailored to the specifics of the company: automation, integrations, workspaces
Configured systems
Bitrix24, 1C, and other tools — customized for your business processes, not out of the box
BOOS Advisory — scaling
04
strategy and roadmap
Fixed Point B – the owner's goals and the company's target model. Roadmap: what to implement, in what order, and for what timeframe
Adapting processes and platforms to scale
Processes, regulations, and tools adapt to the company's size as it grows. The system doesn't break down as it scales—it evolves with the business
Quality Control Department and System
Well-established internal controls: audit processes, quality standards, and a reporting system. Quality is maintained through a system, not through manual oversight
Training and onboarding system
Training materials, courses, and procedures for onboarding new employees. The business scales without losing standards—every new employee is trained according to the system
stages
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We move through four stages of maturity
See → Build → Control → Scale
Each stage is a logical continuation of the previous one.
Each stage is a logical continuation of the previous one.
stage 4
scale
scale
BOOS Advisory
Stage 3
control
control
BOOS Control
stage 2
build
build
BOOS Structure
Stage 1
see
see
BOOS Core
BOOS Advisory — Growth support
The management system evolves with the company: processes are adjusted, the team is strengthened, and business manageability is maintained as it grows
BOOS Control — Digital control
The management system is reinforced through tools such as CRM, task management, process automation, and management dashboards
The owner gains business transparency and control through metrics
The owner gains business transparency and control through metrics
BOOS Structure — Control system
Based on the architecture, a manageable business structure is built: an organizational model, roles, areas of responsibility, key processes, and a system of indicators
The business no longer depends on the owner's manual control
The business no longer depends on the owner's manual control
BOOS Core —
business architecture
business architecture
We analyze the current business model, identify the owner's goals, and create the architecture of the future management system.
The owner receives a complete picture of the business and a roadmap for the transition from the current state to the company's goals.
The owner receives a complete picture of the business and a roadmap for the transition from the current state to the company's goals.
clients
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We work with owners who are ready to change the system rather than look for quick solutions
Who is BOOS not suitable for
When BOOS is especially relevant
Who is BOOS suitable for
Kristina Ermakova
Business Process Systems Architect
I don't consult—I build. I work directly with owners: I look at how businesses are structured today and design a management system that can handle growth
The BOOS methodology is the result of working with companies in the construction, manufacturing, agency, and service industries. It's not just theory, but practice from real-life projects in Russia, the US, and the UAE
My focus isn't on tools. I view business as a system:
My job is to help the owner see the business as a whole and build a management system that can support the company's growth
Architectural and construction bureau
Team — 55+ people
PROBLEM
The company was rapidly expanding, the number of projects was growing, but management remained largely tied to the owner.
There was no unified project management system, processes were implemented in different ways, and some agreements existed only in the heads of management. As the company grew, the owner's workload increased, and the risk of quality loss increased.
TASK
Build a foundation for scaling your company:
WHAT WAS DONE
- established a target development model;
- developed a planning and prioritization system;
- introduced regular management sessions.
- formed a general financial statement for key roles;
- defined employee areas of responsibility;
- described key business processes;
- developed a system of interaction between departments;
- implemented project milestones;
- developed a management reporting system.
- redesigned the product matrix;
- structured areas of activity;
- formed a basis for scaling the product line.
- developed requirements for process automation;
- formed the basis for the implementation of CRM and digital management tools.
RESULT
The company received a clear management system in which:
✅ roles and responsibilities are assigned to specific employees;
✅ processes have become transparent and manageable;
✅ a unified workflow for the project team has emerged;
✅ a foundation for scaling the business has been established;
✅ the owner has received a management tool through the system, rather than through constant manual oversight.
CASE
PROBLEM
The company was rapidly expanding, the number of projects was growing, but management remained largely tied to the owner.
There was no unified project management system, processes were implemented in different ways, and some agreements existed only in the heads of management. As the company grew, the owner's workload increased, and the risk of quality loss increased.
TASK
Build a foundation for scaling your company:
- create a management system;
- distribute responsibility between roles;
- standardize team work;
- increase project transparency;
- reduce business dependence on manual owner control.
WHAT WAS DONE
- Working with the owner
- established a target development model;
- developed a planning and prioritization system;
- introduced regular management sessions.
- Business systematization
- formed a general financial statement for key roles;
- defined employee areas of responsibility;
- described key business processes;
- developed a system of interaction between departments;
- implemented project milestones;
- developed a management reporting system.
- Products and Development
- redesigned the product matrix;
- structured areas of activity;
- formed a basis for scaling the product line.
- Automation
- developed requirements for process automation;
- formed the basis for the implementation of CRM and digital management tools.
RESULT
The company received a clear management system in which:
✅ roles and responsibilities are assigned to specific employees;
✅ processes have become transparent and manageable;
✅ a unified workflow for the project team has emerged;
✅ a foundation for scaling the business has been established;
✅ the owner has received a management tool through the system, rather than through constant manual oversight.
CASE
- the number of transactions increased by 3x;
- the owner's workload decreased by 60%;
- the speed of processing applications increased by 4x;
- the number of employees in the sales department was reduced by half.
Household goods manufacturing holding
PROBLEM
The company developed retail and wholesale divisions, but sales and order fulfillment processes remained disjointed.
Customers, orders, payments, and shipments were handled through separate processes. Interaction between the sales department, warehouse, and logistics required constant manual oversight, which complicated scaling sales.
TASK
Build a unified management system for retail and wholesale sales:
WHAT WAS DONE
- described the logic for processing applications, orders, and payments;
- developed rules for interaction between sales, warehouse, and logistics;
- developed a loyalty program for partners.
- refined the registration process, order processing, and delivery address management;
- provided for different partner levels and pricing terms;
- configured the display of order assembly and delivery statuses.
- configured controls for mandatory data in applications;
- automated payment and order status monitoring;
- configured document preparation and submission;
- generated reports on sales, products, and inventory balances.
- developed text and video instructions;
- conducted employee training on the new system.
RESULT
The company received a unified management system for retail and wholesale sales, in which:
✅ orders, payments, and shipments are managed in a single system;
✅ the work of the sales department, warehouse, and logistics has become coordinated;
✅ processing of retail and wholesale orders has become transparent and repeatable;
✅ partners have received a convenient tool for placing and tracking orders;
✅ the manager can now manage sales through the system and reporting, rather than through constant manual oversight.
The company developed retail and wholesale divisions, but sales and order fulfillment processes remained disjointed.
Customers, orders, payments, and shipments were handled through separate processes. Interaction between the sales department, warehouse, and logistics required constant manual oversight, which complicated scaling sales.
TASK
Build a unified management system for retail and wholesale sales:
- systematize work with clients and partners;
- automate order processing;
- link sales, warehouse, and logistics;
- increase payment and shipment transparency;
- implement clear reporting and unified team rules.
WHAT WAS DONE
- Development of sales processes
- described the logic for processing applications, orders, and payments;
- developed rules for interaction between sales, warehouse, and logistics;
- developed a loyalty program for partners.
- Online store development
- refined the registration process, order processing, and delivery address management;
- provided for different partner levels and pricing terms;
- configured the display of order assembly and delivery statuses.
- Sales automation
- configured controls for mandatory data in applications;
- automated payment and order status monitoring;
- configured document preparation and submission;
- generated reports on sales, products, and inventory balances.
- Regulations and training
- developed text and video instructions;
- conducted employee training on the new system.
RESULT
The company received a unified management system for retail and wholesale sales, in which:
✅ orders, payments, and shipments are managed in a single system;
✅ the work of the sales department, warehouse, and logistics has become coordinated;
✅ processing of retail and wholesale orders has become transparent and repeatable;
✅ partners have received a convenient tool for placing and tracking orders;
✅ the manager can now manage sales through the system and reporting, rather than through constant manual oversight.
Компания по подбору и продаже недвижимости
Team — 18 people
PROBLEM
The company handled a large volume of ads and customer inquiries, but data processing, proposal preparation, and customer communication required significant manual intervention.
Information came from various sources, and managers manually verified properties, created deals, prepared documents, and sent out newsletters. It was difficult for the manager to get a unified picture of the sales funnel, team activity, and client performance.
TASK
Build a unified system for working with objects and customer requests:
WHAT WAS DONE
- implemented checking and exclusion of duplicate objects;
- automated calculations for preparing proposals;
- configured the primary processing and structuring of data by objects.
- automated the creation of contacts and deals;
- configured the distribution of requests by processing stages;
- implemented automatic data filling in transaction cards;
- connected telephony, corporate email, and mailing services.
- set up automatic generation of letters and SMS;
- implemented delivery control and customer response to messages;
- automated document generation using approved templates;
- enabled spam protection tools.
- configured request distribution for subsequent manager work;
- implemented AI-powered response drafting;
- developed a management dashboard for the owner.
RESULT
The company received a unified system for managing real estate properties and client requests, in which:
✅ ads are automatically collected, verified, and processed;
✅ contacts and deals are created in the CRM without manual data transfer;
✅ managers work through uniform request processing stages;
✅ documents, emails, and newsletters are generated according to preset scenarios;
✅ customer responses are analyzed and distributed for further work;
✅ the owner receives a sales monitoring tool through analytics and a dashboard, rather than through constant manual data collection.
PROBLEM
The company handled a large volume of ads and customer inquiries, but data processing, proposal preparation, and customer communication required significant manual intervention.
Information came from various sources, and managers manually verified properties, created deals, prepared documents, and sent out newsletters. It was difficult for the manager to get a unified picture of the sales funnel, team activity, and client performance.
TASK
Build a unified system for working with objects and customer requests:
- automate the collection and processing of ads;
- eliminate duplicates and reduce manual data verification;
- implement CRM for managers' work;
- automate documents and client communications;
- implement control over the processing of requests;
- provide the owner with transparent sales analytics.
WHAT WAS DONE
- Automation of work with objects
- implemented checking and exclusion of duplicate objects;
- automated calculations for preparing proposals;
- configured the primary processing and structuring of data by objects.
- Implementation of CRM and integrations
- automated the creation of contacts and deals;
- configured the distribution of requests by processing stages;
- implemented automatic data filling in transaction cards;
- connected telephony, corporate email, and mailing services.
- Automation of communications and documents
- set up automatic generation of letters and SMS;
- implemented delivery control and customer response to messages;
- automated document generation using approved templates;
- enabled spam protection tools.
- AI tools and analytics
- configured request distribution for subsequent manager work;
- implemented AI-powered response drafting;
- developed a management dashboard for the owner.
RESULT
The company received a unified system for managing real estate properties and client requests, in which:
✅ ads are automatically collected, verified, and processed;
✅ contacts and deals are created in the CRM without manual data transfer;
✅ managers work through uniform request processing stages;
✅ documents, emails, and newsletters are generated according to preset scenarios;
✅ customer responses are analyzed and distributed for further work;
✅ the owner receives a sales monitoring tool through analytics and a dashboard, rather than through constant manual data collection.
Trading and manufacturing company
PROBLEM
The company was actively developing, but the management system remained uncoordinated.
Management lacked a shared understanding of strategic priorities, processes and areas of responsibility were not clearly defined, and coordination between departments required constant manual intervention. This made it difficult to monitor results and slowed the speed of management decisions.
TASK
Build a foundation for systemic management and further scaling of the company:
WHAT WAS DONE
- identified key management and process limitations;
- organized strategic sessions with the leadership team;
- formed long-term development guidelines for the company;
- worked out the mission, corporate principles, and key growth areas.
- described and regulated key business processes;
- worked out the company's organizational structure;
- established a system of subordination and areas of responsibility;
- prepared functional profiles of key roles;
- formed a system of management indicators.
- prepared technical specifications for further automation of processes;
- formed a consistent plan for implementing changes.
RESULT
The company received a basis for systemic management, in which:
✅ unified strategic guidelines for the management team have been formed;
✅ roles, areas of responsibility and rules of interaction have become clearer;
✅ key processes were described and prepared for regular control;
✅ a system of indicators for evaluating the performance of departments has been developed;
✅ the foundation for further automation and scaling of the company has been created;
✅ managers are empowered to manage through processes, accountability, and data, rather than through constant manual coordination.
The company was actively developing, but the management system remained uncoordinated.
Management lacked a shared understanding of strategic priorities, processes and areas of responsibility were not clearly defined, and coordination between departments required constant manual intervention. This made it difficult to monitor results and slowed the speed of management decisions.
TASK
Build a foundation for systemic management and further scaling of the company:
- to form a unified strategic vision;
- synchronize the work of the management team;
- consolidate processes, roles and areas of responsibility;
- implement a clear system of results control;
- prepare the basis for further automation.
WHAT WAS DONE
- Diagnostics and strategic work
- identified key management and process limitations;
- organized strategic sessions with the leadership team;
- formed long-term development guidelines for the company;
- worked out the mission, corporate principles, and key growth areas.
- Systematization of management
- described and regulated key business processes;
- worked out the company's organizational structure;
- established a system of subordination and areas of responsibility;
- prepared functional profiles of key roles;
- formed a system of management indicators.
- Preparing for automation
- prepared technical specifications for further automation of processes;
- formed a consistent plan for implementing changes.
RESULT
The company received a basis for systemic management, in which:
✅ unified strategic guidelines for the management team have been formed;
✅ roles, areas of responsibility and rules of interaction have become clearer;
✅ key processes were described and prepared for regular control;
✅ a system of indicators for evaluating the performance of departments has been developed;
✅ the foundation for further automation and scaling of the company has been created;
✅ managers are empowered to manage through processes, accountability, and data, rather than through constant manual coordination.
contact us
/
Let's explore your business
at a free strategy session
In 60 minutes, we'll determine where your business is now, what's holding you back from growth, and which BOOS stage to start with.
WHAT WILL HAPPEN AT THE SESSION
- Diagnosing the current business model
- Identifying key bottlenecks and growth constraints
- Recommendations on where to start – tailored specifically to your situation
