PrimeTouch Facility Management
Turning a founder’s sense that something was wrong into a specific, sequenced operating strategy.
Working archive · supporting imageThe situation
The problem underneath the brief.
PrimeTouch had customers, active contracts and recurring work. The problem was subtler: the founder knew the company needed to grow beyond its current position but did not have a clear view of what to fix first.
My contribution
Moving from diagnosis into execution.
Through Boltzmenn, I was part of the work that used a structured diagnostic process to examine how work moved through the company, where operational friction existed, and where customer experience was weakening. The resulting strategy separated the problem into operations and customer experience and sequenced the recommendations.
What changed
What the work made possible.
The founder moved from a vague sense of being stuck to a specific view of where the business needed intervention and what sequence to follow.
What this work required