Take repetitive work off your team’s plate.
The administrative work behind your operation still has to be right, on time and traceable. Novatek moves it into documented workflows with owners, turnaround targets and visible status.
Skilled people spending their week on data entry.
Back-office work expands quietly. Nobody owns it, so it lands on whoever has capacity — usually the person you hired to do something more valuable.
The fix is not more hands. It is a written process, a team trained to run it, a turnaround commitment and a report that tells you what happened without you asking.
Before
Undocumented, spread across people, invisible until it is late, impossible to hand over.
After
Written SOP, named owner, agreed turnaround, sampled accuracy, reported weekly.
Work Novatek runs as a managed process.
Each of these is delivered against a written SOP with a defined turnaround and accuracy target.
- Data processing
- Entry, validation, cleansing, deduplication, enrichment and migration between systems.
- Administrative support
- Scheduling, correspondence, filing, form handling and internal request queues.
- CRM operations
- Record creation and hygiene, pipeline updates, activity logging and list management.
- Order processing
- Order entry, amendments, returns, exceptions and status communication.
- Documentation
- Document preparation, formatting, version control and structured storage.
- Research
- Market, account, contact and competitor research to a defined brief and source standard.
- Reporting
- Recurring operational reports assembled, checked and delivered on a fixed schedule.
- Virtual assistance
- Dedicated support for a team or executive with a defined and documented scope.
- Workflow support
- Owning a step inside a larger process that currently stalls because nobody owns it.
Each is delivered against a written SOP you approve before it runs. See a worked example.
Process discipline, made visible.
The difference between an outsourced process and an offloaded one is whether you can see it working.
Observe the current process
Sit with the people doing the work today. Record every step, every exception, every judgement call that is not written anywhere.
Write and agree the SOP
The process is documented, versioned and signed off by you before anyone is trained on it. It stays a living document.
Define the numbers
Volume, turnaround, accuracy target, exception rate and escalation thresholds are agreed in writing.
Train and dry-run
The team is trained on the SOP and runs it against historic or sample data until output is checked as correct.
Transition in stages
Volume moves across in controlled tranches with parallel checking, not in one handover.
Review and tighten
The SOP is reviewed on a fixed cadence, and every recurring exception either becomes a rule or gets fixed upstream.
How mistakes are caught.
Errors in back-office work are expensive because they are found late. These controls are designed to find them early.
- Sampled checking
- A defined percentage of output is independently checked against the SOP, every day.
- Four-eyes on high-risk steps
- Steps with financial or customer consequence require a second reviewer before release.
- Error logging
- Every error is logged with a cause: training, documentation, system or input quality.
- Feedback into the SOP
- Recurring causes change the process, not just the coaching.
- Trend reporting
- Accuracy is reported as a trend, so a drift is visible before it becomes a complaint.
- Access discipline
- Role-scoped system access, reviewed periodically and revoked on exit.
What we report on a managed process.
Set per workflow at Design stage from your own baseline, then reported on a fixed cadence.
| Metric | What it tells you | Reported |
|---|---|---|
| Throughput | Volume processed against volume received. | Daily and weekly |
| Turnaround time | How long an item takes from receipt to completion. | Weekly, with distribution |
| Accuracy rate | Share of sampled output that is correct first time. | Weekly |
| Exception rate | Share of items that fall outside the documented process. | Weekly, with causes |
| Backlog | Whether the queue is growing or shrinking. | Daily |
| SLA attainment | Share of items completed inside the agreed window. | Weekly and monthly |
| Rework rate | Share of items that had to be redone, and why. | Monthly |
Every figure is reported weekly against the baseline recorded before launch, with the underlying data available to you. See a full sample pack.
Where the first process usually comes from.
One process, run properly, is a better first engagement than a department-wide handover.
- CRM data is not trusted
- Sales will not rely on the records, so they keep private spreadsheets and the pipeline stops being real.
- Orders are handled by exception
- The standard path is automated but every deviation lands on a person who already has a job.
- Reporting eats the first week of every month
- Recurring reports are assembled by hand from four systems, by someone senior.
- Onboarding paperwork is the bottleneck
- Customers are ready to start and are waiting on internal admin.
- Research happens ad hoc
- Account and market research happens when someone has time, so it is never current.
- A migration nobody has time for
- Data needs moving between systems, cleanly, and nobody can be spared for six weeks.
How a documented process is actually run.
The documents themselves, not a description of them. Read them before you speak to us.
Sample reporting pack
A full week of real reporting structure — volumes, SLA, drivers, quality, actions.
Read itQuality scorecard
Six weighted criteria, scoring bands and what each one triggers.
Read itA worked SOP
Nine steps and six documented exceptions, at working detail.
Read itTransition plan
Five tranches with entry conditions and rollback triggers.
Read itQuestions about moving a process
If the answer you need is not here, ask us directly — you will get a specific answer rather than a brochure.
By watching it. During Discover we sit with the people doing the work, record the steps, the exceptions and the judgement calls, and write the first version of the SOP. You review and correct it before anyone is trained on it.
Every workflow has a defined exception path: what the team decides, what it escalates, to whom and how fast. Exceptions are logged, and recurring ones become either a new documented rule or a flagged process problem.
Accuracy targets are set per workflow, with sampled checks, four-eyes review on defined high-risk steps, and error logging that identifies whether a mistake was training, documentation or system design.
Yes, and that is the preferred model. Working in your systems keeps your audit trail intact and avoids customer or commercial data sitting in exported files.
Turnaround commitments are set per workflow during Design, based on volume, complexity and coverage hours. Novatek does not publish blanket turnaround promises because they would not survive contact with a real process.
Which process should move first?
Describe the workflow costing your team the most time. We will map it, draft its SOP and show you what running it to a turnaround target would look like.