01
Strategy without execution stays a presentation.
The owner receives a sound document with findings and a plan. The document is right, yet daily operations stay exactly as they were: same processes, same reporting, same blind spots.
Business Transformation and Execution
We turn strategy into a working management system and measurable results.
ADENA is an execution team for established companies. We work with owners who want to systematise, automate or scale the business they already run.
- 15 projectsrunning in parallel
- 2 partnersfull cycle kept in-house
- 7 industriesfrom healthcare to construction
First things first
This is not training
We do not teach owners how to manage. We do the work inside the company: we document processes, put the structure in place, set up accounting and reporting, and answer for the result in numbers.
What we do not do
No courses, lectures, webinars or workshops.
No playbooks, templates or recorded sessions for sale.
No staff training programmes: no assignments, no certificates.
What we do instead
We work inside the company and set up the processes, the accounting and the systems ourselves.
We leave behind documents and running systems, not notes and recommendations.
We stay until the company operates on the new system, and we track the metrics after go-live.
Training is a perfectly useful format. We are simply in a different business: not knowledge in the owner's head, but a system inside the company.
The gap
Why new systems fail to take hold
02
Software without strategy stays a cost line.
The system is installed, licences are paid for, and staff keep records in two places. The tool exists; the management decision it was bought for does not.
We close the distance between the owner’s decision and the way the company actually works every day.
Audit
What we audit
Six areas, the same checklist for every company. For each area we record the maturity level and the bottlenecks.
Business model, marketing and sales
How the company earns, where customers come from, what happens to an enquiry before payment and what a deal costs to win.
Organisational structure and business processes
Who is actually accountable for what, where the process breaks and where the same work is done twice.
Team
Which roles are missing, who is overloaded, how people are hired, onboarded and assessed.
Finance
Where the numbers in the reports come from, whether the books reconcile with the cash, and the margin by business line and product.
Operational management
Which metrics are collected, who sees them, and how long it takes for a deviation to reach a decision.
Strategic planning
Where the company is heading in figures, and whether the target is broken down into tasks, deadlines and owners.
Self-check
Three maturity levels
For each line, pick the wording closest to your company. This is the same checklist we run the audit on.
- 3
In place and running without the owner
- 2
Exists, but not systematically
- 1
Depends on specific people, or missing
Business processes
- 3
Processes are documented, and a new hire can work from the documentation without being walked through it.
- 2
Some processes are documented, but the documentation no longer matches how the work is actually done.
- 1
The team knows each other well; there is no need to document processes.
Team
- 3
Roles are defined, hiring and onboarding follow a written procedure, and a departure does not stop the work.
- 2
We hire when the pressure builds; onboarding is passed on verbally from colleague to colleague.
- 1
The company is still too small for a dedicated HR function.
Finance
- 3
Management accounts close every month, and every figure has a documented source.
- 2
Reports are assembled by hand in spreadsheets, and the figures do not always reconcile.
- 1
We see what we earned from the balance in the bank account.
Planning
- 3
There is an annual plan in figures, broken down by business line, deadline and owner, with actuals checked against it.
- 2
Goals are stated, but not all of them make it as far as figures and deadlines.
- 1
Forecasting makes no sense here; everything changes anyway.
Operational management
- 3
Metrics are collected on a schedule, and deviations are reviewed in regular meetings.
- 2
Metrics get attention once something has already gone wrong.
- 1
The owner keeps the picture in their head and steps in manually.
If the second or third option fits most of the lines, that is exactly where our work starts.
How we work
Five stages
Every project runs through the same sequence. We do not reorder it: without diagnostics and an audit, implementation is built on the wrong inputs.
- 01
Express diagnostics
We establish what the owner actually wants: where the company stands, where it has to get to and what is in the way. The stated request and the real goal often differ, and implementation has to serve the latter.
DeliverableWritten findings from the conversation and the list of areas to be audited.
- 02
Company audit
We work through six areas on a fixed checklist: business model and sales, structure and processes, team, finance, operational management, planning. We look at the company’s data and systems, not at what we are told.
DeliverableAn audit report: the maturity level of each area, the bottlenecks and the order of work.
- 03
Strategy
Built from the owner’s target state: where the company has to be, and what management system it needs once it is there.
DeliverableAn annual plan in figures, broken down by business line, deadline and owner.
- 04
Implementation
We document processes, put the structure and written procedures in place, and configure accounting, CRM, inventory, reporting and AI assistants. We migrate the data and bring staff into the finished system on their real work.
DeliverableWritten procedures, reports and configured systems the company uses every day.
- 05
Result control
We track the metrics after go-live and review deviations with the owner. If the numbers do not move, we go back into the process and change it, not the report.
DeliverableA metrics report on an agreed cadence and a decision on every deviation.
Deliverables
What you end up holding
Not “an audit” or “a strategy” in the abstract. Every item below is either a document you can open or a system you can work in.
Documents
- Process map
Every process end to end: who hands over, who takes it on, and which system keeps the record.
- Organisational structure with lines of accountability
Roles, reporting lines and the decisions each person makes on their own.
- Financial model and management reporting
Profit and loss, cash movement and business-line metrics, with the source stated for every figure.
- Written procedures and role descriptions
Documents a new hire can start work from without a personal briefing by the owner.
Running systems
- A configured accounting system or CRM
1C, MoySklad, amoCRM or a custom build: master data, access rights, pipelines and migrated records.
- Reports that run themselves
Reports are built from system data, not typed into a spreadsheet before the meeting.
- AI assistants inside the company
Connected to company data, answering staff from what the systems actually hold.
Everything listed stays with the company and keeps working after our project ends.
Implementation
What we build technically
We do not drop one application into one department. We build an ecosystem in which every part of the business is connected.
Accounting systems
1C, MoySklad, inventory and management accounting. Where off-the-shelf tools fall short, we develop a custom system.
CRM
amoCRM and industry-specific platforms: pipelines, sales rules, control over deals and inbound requests.
Integrations
1C, amoCRM, MoySklad, iiko, advertising accounts. Data moves between systems without manual re-entry.
AI assistants
Assistants with memory, connected to company data: they answer from what the systems hold, not in generalities.
WhatsApp Business API
Connected officially, as a Meta technical provider. Customer conversations land inside the company’s own system.
Industries
Where our systems are already running
We do not publish client names or their figures. Listed below are only the industries where a system is live.
- 01
International freight forwarding
- 02
Paint and coatings manufacturing and distribution
- 03
Restaurant chain
- 04
Field service and maintenance
- 05
Interior design
- 06
Healthcare
- 07
Construction
Difference
One team from diagnostics to a system that works
We stay until the business runs on the new system, and we answer for the result in numbers.
Consultants
Deliver a strategy and leave. Their accountability ends when the document is approved.
Vendors
Install software and leave. Their accountability ends when the setup is signed off.
ADENA
Diagnostics, audit, strategy, implementation and result control under a single line of accountability.
We do not explain how it should be done. We put in place what the company then runs on every day.
Contact
Tell us about your case
We start with express diagnostics: a short conversation that makes clear what has to change and where to begin. Your message reaches the team directly.
- First step
- Express diagnostics, 40–60 minutes
- Format
- Online, followed by written findings
- Working languages
- English, Russian
Message received
We have it and will come back to you within one business day. If email or Telegram suits you better, say so in your reply.