StrataflowBook a call
Two systems specialists configure and test business software at adjacent office workstations.

Software / Field systems / Operations / Websites

A system earns its place through measurable results.

Strataflow starts by defining the result and who is responsible for it. It then builds the software, geospatial field system or website the work requires.

Nearly a decade in fibre planning, GIS and operational delivery.

Book a 20-minute callSee the evidence

Services

Selected operating evidence

A system earns its place at the point of decision.

Three private operational records, selected for the management question each makes answerable. The systems are described from retained source material; organisations and live records remain private.

See the evidence portfolio
01Utility delivery control

Permit ControlPrivate working-system evidence

A plan is not ready because the calendar says so.

Management questionCan this job proceed?
01 / The condition
Planned work and current permit evidence lived in different systems. Neither source could answer the delivery question alone.
02 / The control
The system keeps each source authoritative, then applies explicit readiness rules for permit linkage, granted status, date coverage and freshness.
03 / Management consequence
Managers can distinguish work that is ready from work that needs correction before committing the programme.
What the retained evidence shows
  • The readiness conclusion is shown beside the evidence that produced it.
  • Exceptions are ordered by the date on which management must act.
  • Stale or incomplete evidence cannot produce a reassuring answer.
Review this evidence record

Basis: Privately retained working-system captures and implementation record.

Limit: The organisation and live records are withheld. This describes visible system behaviour, not a measured client outcome.

02Management information

Management ReportingPrivate working-system evidence

A summary is useful only while the original record remains intact.

Management questionCan management trust the number?
01 / The condition
Weekly reports were spread across several formats. Missing, late, duplicate and corrected submissions were difficult to distinguish before a management meeting.
02 / The control
Every submission remains an independent record. The executive view is derived from those records, with reporting rules and duplicate counts kept visible.
03 / Management consequence
A director can move from the organisation-wide position to the department, period and original submission behind it.
What the retained evidence shows
  • Reporting status is classified consistently across departments and periods.
  • Multiple submissions are exposed rather than silently merged.
  • Each management figure retains a route back to its source report.
Review this evidence record

Basis: Privately retained working-system captures and implementation record.

Limit: The organisation and live records are withheld. This describes visible system behaviour, not a measured client outcome.

03Materials and delivery planning

Materials ControlPrivate working-system evidence

A shortage seen after work stops is not management information.

Management questionWill the material be available when the work needs it?
01 / The condition
Build demand, installed quantities, physical holdings and material movements were held apart. A stock figure alone did not show whether future work was exposed.
02 / The control
The system translates the build plan into material demand, allocates holdings cumulatively and keeps an unknown count distinct from a confirmed zero.
03 / Management consequence
Stores and delivery teams can see when planned demand exceeds controlled stock and which material decision needs attention first.
What the retained evidence shows
  • Demand, installation and current holdings are compared in one control model.
  • The same stock cannot be allocated repeatedly across future periods.
  • Shortage and cost exposure can be traced to material, project and period.
Review this evidence record

Basis: Privately retained working-system captures and implementation record.

Limit: The organisation and live records are withheld. This describes visible system behaviour, not a measured client outcome.

EvidenceDecisionAction

The working principle

Understand the work before changing the system.

Bring one job, service or customer journey that is slow, hard to trust or held together by workarounds. You do not need to arrive with a finished brief.

What I need from you

Access to the current system or process, the people who use it, and one decision-maker.

See the starting reviews
  1. 01 / Observe

    Follow the work

    Follow one real case from request to result. Record the handoffs, workarounds, evidence and points where confidence is lost.

    You getA shared map showing where it fails and what to fix first.
  2. 02 / Decide

    Define responsibility

    Agree what the result must be, which information is authoritative and who owns each decision.

    You getAn agreed blueprint with scope, owners and a clear test for success.
  3. 03 / Deliver

    Make the change

    Build the smallest useful intervention. Test it against real cases. Keep only what improves the result.

    You getA tested system or process, operating notes and an agreed handover or next phase.
Build gate

No build starts until the problem, owner and success measure are clear.

Management information

A dashboard cannot settle a disagreement about the facts.

When systems disagree, presentation is not the first task. The first task is to identify the source, preserve the exceptions and define a number someone can explain and own.

See Operational Data & Reporting
  • Find where records diverge
  • Name the source of record
  • Keep missing or uncertain data visible
  • Make the report repeatable
Laurie Holbrook, founder of Strataflow.

The operating record

The advice comes from being answerable for the result.

Advice is easy to give when someone else carries the result. Before Strataflow, I was responsible for people, programmes, forecasts and commercial decisions. Later, I built the systems used to control network work, permits, workflow, stores, fleet and accounts.

Director roleProgressed from planning to Director of Projects & Planning, carrying responsibility for programmes, teams, forecasts and commercial decisions.
Five portfoliosConnected scope, pricing, capacity, delivery evidence, invoicing and payment follow-up across five client portfolios. NEC4 administration formed part of one retained programme.
Operational estateLater built operational systems spanning network operations, permits, workflow, stores, fleet, field delivery, management reporting and accounts.

Public summary of privately retained, source-mapped records from prior roles. The director title was an operating role, not a statutory company appointment. Employer and client names are withheld. These are not Strataflow client outcomes.

See the experience behind the work

Decision before investment

Define the problem before funding the solution.

01 / Bespoke Development

Web or Software Blueprint

From £750 + VAT

Before anything is built, map the buyer or user journey, agree what the system must do and define a first release that is worth paying for.

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02 / Field & Geospatial

Field System Review

£750 + VAT

Follow one job from planning to site and back to the office. Identify the data, evidence and decisions it needs, then agree what to fix first.

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03 / Operations & Process

Targeted Process Repair

From £1,500 + VAT

For one known failure. Trace the real process, repair the ownership, handoffs or controls, and put the corrected version into use.

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Before choosing a service

The first decision is where to begin.

Which service should I start with?

Choose the point where results are being lost. Use Development when a digital product must change; Field & Geospatial when location or evidence governs the next action; Operations & Process when ownership or control is the failure. If the causes overlap, start where responsibility is clearest.

Is Strataflow still an AI and automation consultancy?

AI is a means, not an objective. Use it only where it makes a decision, handoff or exception materially better and where a person remains accountable for the result.

Can one engagement cross several services?

Yes. The result defines the engagement; service boundaries do not. Start with one accountable problem and use the other capabilities only where they support it.

Do you replace existing systems?

Replacement is not improvement by itself. Keep a useful system. Replace only the part that prevents the work from producing a dependable result.

What happens after the first call?

The call should produce a decision: proceed, investigate further or stop. If Strataflow is a fit, the next step is a defined blueprint, process repair or audit before any larger build.

Start with the result

Bring the work that no longer works.

One real job, handoff or system is enough. In twenty minutes we can decide whether the problem is clear, whether Strataflow can help and what should happen next.

Book a 20-minute call