Automation Initiative: The Vision
How we move from manual workflows to a culture of continuous improvement — and ultimately, market leadership in accounting automation.
Where We Started
We sat down with our bookkeepers to understand how they actually work — specifically around review processes and day-to-day operational tasks.
Two critical insights came out of that conversation that are shaping everything we do next.
Insight #1: The Manual Mindset
The Reality
Our managers and team members are skilled and dedicated — but most haven't had exposure to automation. They don't naturally think in terms of what could be automated.
The Implication
We can't wait for fully defined automation requests to come to us. We need to listen carefully to their processes and identify the inefficiencies ourselves.
Shariq's Role
His job is not just to build — it's to observe workflows and convert operational pain points into automation projects.
Insight #2: The Scale Challenge
As we speak with more people across the organization, we will uncover many potential automation opportunities.
Without a clear structure for evaluating them, it becomes impossible to know where to focus first.
Structure is not optional — it's what turns good ideas into delivered results.
Our Prioritization Framework
Over the next few days, Shariq will document all opportunities. Early next week, we review and prioritize together using three lenses:
Impact
Which projects improve efficiency the most and reduce the most manual effort?
Reach
Which solutions benefit multiple managers or teams — not just one individual?
Speed
Which are the low-hanging fruit we can implement quickly to build momentum?
A Real Example: The Review Process
The Problem
Managers spend significant time preparing review sheets for bookkeeping work. In many cases, preparing the sheet takes longer than the bookkeeping itself.
The Opportunity
Automating review sheet preparation creates immediate value for multiple managers at once — exactly the kind of high-reach, high-impact project we're prioritizing.
The Ripple Effect
When people see their workload decreasing because of automation, something shifts — they start identifying new opportunities themselves.
Instead of us hunting for processes to automate, the ideas begin flowing naturally from the team.
Phase 1: Build the Foundation
The goal within the next month is to have several automation projects live — even as interim versions. Each win builds momentum and creates a cycle of continuous improvement across the organization.
Phase 2: From Internal Tool to Market Product
Once our internal automation tools are proven, we evaluate which ones have the potential to become market-ready products.
01
Validate Internally
Confirm the tool solves a real problem at meaningful scale within our own operations.
02
Productize
Refine the UI/UX, harden security, and prepare for deployment beyond our walls.
03
Take to Market
Test externally with accounting firms or clients. Decide whether the same team builds or a dedicated team takes it to scale.
Why This Matters Now
The Industry Is Already Moving
Automation is rapidly reshaping accounting. Firms that move early build durable advantages in efficiency, talent, and client value.
Our goal is not to catch up — it's to position ourselves ahead of the market over the next three to four years.
Within weeks of Phase 1, we could begin external testing of two or three strong tools.
The Vision in One Sentence
Listen. Build. Scale. Lead.
This Month
First automation projects live and delivering real value
Next Quarter
A culture where the team surfaces automation ideas independently
This Year
Market-ready tools tested externally with accounting firms