I find what is costing the revenue — then build the system that fixes it.

How I ran it

1. 01
   Diagnosed first. Sat with the CEO and the department managers to find where work actually broke, rather than designing from theory.
2. 02
   Mapped the client journey into 9 stages — sales → onboarding → assets → research → strategy → execution → reporting → archive — with role-by-role SOPs against each.
3. 03
   Designed the ticket system as the communication backbone: SLA priorities set by the Account Manager, a no-silent-downgrade rule, and 5-level escalation ending at the Founder.
4. 04
   Defined “Done.” “The person after you doesn’t need to ask you anything,” enforced by a unified pre-delivery checklist instead of an opinion.
5. 05
   Compressed onboarding into one structured meeting: a 16-section intake questionnaire and a 22-block handover to the Marketing Manager.
6. 06
   Built the Strategy & Planning stack — five documents narrowing from business strategy down to a Monthly Plan of Action with owner, date and KPI on every deliverable.
7. 07
   Kept it alive. Updates after every explanation meeting, shipping in Arabic and English — a living document, not a PDF nobody opens.

How I ran it

1. 01
   Audited where the work actually lived — Drive, Sheets, WhatsApp, and people’s memory — before designing anything.
2. 02
   Designed a 16-database architecture on one spine: Business → Quarterly Plan → Monthly Plan → Objectives → 3 Labs, so every daily task traces to a quarterly goal.
3. 03
   Built the 3 production pipelines: Content (7 stages, idea → script → design → review → schedule → publish), Ads (with a buyer approval gate), and Setup.
4. 04
   Separated backend from frontend. The relational complexity stays hidden; each role works from one filtered dashboard — adoption dies the moment operators see the machinery.
5. 05
   Set the operating cadence: ~20 monthly objectives per brand (10 content + 10 ads), weekly reports and meetings, and a daily loop so the team finds its work ready.
6. 06
   Wrote the operating manual — 10-minute response SLA, locked deadlines with auto-logged completion dates, filtered sharing, everything recorded as data.
7. 07
   Trained the team through 3 recorded sessions (~3.5 hours) that now double as onboarding material.

How I ran it

1. 01
   Started from the question, not the tool. “Are we on time?” had to be answerable without a meeting — that constraint decided every field.
2. 02
   Modelled the project itself: name, type (Operation / Marketing / Tech), priority, and Responsible and Supervisor as two separate people so ownership and oversight never blur.
3. 03
   Made dates first-class. Start date, planned range, and completion date are captured separately — so a slip is visible instead of being absorbed silently.
4. 04
   Added estimate versus actual. Two formulas compute Estimated Days and Actual Days, which separates a missed deadline from a bad estimate — different problems, different fixes.
5. 05
   Computed the status instead of asking for it. A Timeline Status formula merges deadline-missing, days remaining, days overdue, and delivered-early-or-late into one field. Nobody types their own progress.
6. 06
   Linked projects to objectives, with task counts and objective status rolling up — so every project traces back to a goal and orphan work becomes visible.
7. 07
   Built three views for three questions: a table to audit, a board to run the week, and a timeline to see collisions before they happen.

How I ran it

1. 01
   Spotted it in the operations data, not in a complaint — the manual 12:00 send and the manual daily distribution.
2. 02
   Sized the risk before escalating. The academy generates most of the group’s revenue, so scheduling failures were a revenue problem, not an admin one.
3. 03
   Ran the research on buy versus build, then took the recommendation to the CEO and got approval.
4. 04
   Sourced the developer through the network built across previous roles, and wrote the requirements brief: automation rules, roles, and the student lifecycle.
5. 05
   Controlled the build with a written approval system. Scope had been agreed verbally and forgotten; I replaced that with a documented approve step on both sides.
6. 06
   Specified the automation core: sessions auto-generated per package, automatic time-zone conversion, WhatsApp reminders with reply capture, and equal distribution by shift.
7. 07
   Reviewed and accepted delivery against the brief, then rolled out with a 3-guide documentation series.
8. 08
   Trained the operating team — 4 supervisors and 2 team leads — and stayed on it through the first cycles.

How I ran it

1. 01
   Named the real problem: the CEO was the integration point for four departments, and reducing that was the stated goal.
2. 02
   Implemented daily and weekly structured Trello reports from each manager to the CEO, replacing ad-hoc chat with one regular, dated source of truth.
3. 03
   Rebuilt the weekly meeting around a prepared agenda issued a day ahead — the top 2–3 operational problems, each arriving with a proposed solution.
4. 04
   Documented every decision with an owner and a deadline, followed up the next week so nothing depended on memory.
5. 05
   Maintained a delivery tracker showing each manager’s on-time versus late record — accountability from data, not impressions.

How I ran it

1. 01
   Went to the data, not the opinions. Requested operations data per cohort from the Operations Manager instead of debating causes in a meeting.
2. 02
   Found the pattern. Saudi students were attending trials in volume and then not subscribing — the drop-off was concentrated, not general.
3. 03
   Challenged the obvious answer. The room assumed pricing. The data said the loss happened after the trial, which pointed at the session itself.
4. 04
   Formed the real hypothesis: the Egyptian teachers’ dialect was the friction for Saudi students — a delivery problem wearing a pricing problem’s clothes.
5. 05
   Tested it cheaply. Recruited 2 Yemeni teachers whose accent sits far closer to the Saudi ear, and routed Saudi trials to them.
6. 06
   Took the pricing question separately. For Egypt the data did point at price — a large market priced for the Gulf. Rebuilt Egypt pricing with cost control so the lower price still cleared margin.
7. 07
   Held the line when the team broke. With the Marketing Manager gone, I wrote the campaign strategy myself in one day and it was approved first pass (July 2026).