Saved 2,000 hours in two months — by giving an Operational Excellence team the one thing they never had: time to actually do their job.

The Operational Excellence team was supposed to be driving transformation. Instead, they were drowning in it — manually documenting processes across GTM and Revenue Operations, spending more time capturing work than improving it. The people hired to spot inefficiencies were caught in one of the biggest inefficiencies in the org.

The Challenge

There was no shortage of knowledge. The problem was that extracting it, structuring it, and turning it into something actionable required months of interviews, workshops, and synthesis. The roadmap kept slipping because the foundation kept taking too long to build.

The Solution

Using Within, the team captured processes across functions and assembled a company-wide process hierarchy — structured, searchable, and immediately usable. What had taken months now took weeks. The 2,000 hours saved in the first two months weren't just a productivity number; they were time returned to the team to do strategic work.

With a prioritized process hierarchy in hand, the transformation roadmap finally had a foundation. The team could see across departments — not just within silos — and make decisions about what to fix and in what order, based on actual data rather than whoever had the loudest voice in the last workshop.