Advisory
Giving selling time back to commercial teams and unblocking the back office
Context
In most networks, an adviser spends a considerable share of the week on work that is not selling: re-keying, supporting documents, internal chasing, reporting. Training teams to sell better has limited effect if the organisation does not give them selling time back.
What we address
Measuring how commercial teams actually spend their time and identifying low-value tasks that can be removed, delegated or automated.
Reworking onboarding, underwriting and case-handling journeys with an explicit target for reducing delays and duplicate data entry.
Selecting and implementing narrow, fast-payback automation, including AI assistance where the governance framework allows it.
Defining a small set of indicators that are genuinely used, rather than reporting nobody acts on.
How we work
Advisory engagements are carried out by Anthony Belghiti, with no intermediate layer: the person who scopes the work is the person who does it and the person who presents it to the executive committee.
Scope is deliberately bounded to what can be delivered at that standard. Beyond it, an engagement is resized or declined rather than subcontracted. Scope, deliverables and timeline are fixed during scoping, before any commercial proposal.
Every engagement starts with a no-commitment scoping conversation: perimeter, deliverables, timeline and team composition.