Operations

PENTAGON

Designing operations as demand grows.

Context

PENTAGON grew organically from an accidental start into an operation that needed capacity, staffing and workflow systems as demand increased, and was eventually transferred to a new owner.

My Role

Owned

  • Operational systems around capacity
  • Operational systems around staffing
  • Operational systems around workflows

The Problem

Design operational systems around capacity, staffing and workflows as demand grew through the operation's eventual transfer to a new owner.

Constraints

  • The operation began accidentally rather than from a fixed scaling plan.
  • Demand grew organically.
  • Capacity, staffing and workflows changed as the operation grew.

System Map

Reconstructed explanatory map

  1. 01Accidental start
  2. 02Demand
  3. 03Capacity
  4. 04Systems / staffing
  5. 05Growth
  6. 06Transfer

Key Decisions

  1. Add capacity with demand

    Capacity expanded as demand grew.

  2. Build staffing into the operation

    The team grew from 0→7 as the operation developed.

  3. Turn workflows into systems

    Operational systems were designed around capacity, staffing and workflows.

  4. Carry the operation through transfer

    The operation was transferred to a new owner.

Inside the Work

  • 38 seats
  • 0→7 team
  • €400K+ in sales
  • 27K+ invoices
  • 95K+ products
  • Transfer to a new owner

Before → Learning → After

Before
Accidental start.
Learning
Demand, capacity, staffing and workflows had to be treated as one operating system.
After
38 seats, a 0→7 team, and an operation transferred to a new owner.

What Shipped

An operation structured around capacity, staffing and workflows as it grew organically and was transferred to a new owner.

Outcomes

Fact
  • 38 seats.
  • 0→7 team.
  • Organic growth.
  • €400K+ in sales.
  • 27K+ invoices.
  • 95K+ products.
  • Operation transferred to a new owner.
Interpretation
The case demonstrates operations design as a system of capacity, people and workflows rather than a single process improvement.

Provenance

  • Public facts are limited to the approved portfolio design spec and this case-study packet.
  • €400K+ is sales, never profit.
  • The system map is a reconstructed explanatory visual based on the approved public arc; raw operational workbooks are not published.