Ready for the next stage of growth?

Nothing is less efficient than optimizing a process that should never have existed.

I make sure process optimization and AI initiatives deliver the highest return on investment. Companies grow faster, work more profitably and stop depending on individuals.

Get in touch See the services
Santiago Porcel de Saint Georges, Operations Scaling Partner based in Munich
References and industries

From wholesale and recycling to def-tech.

01 · Services

The right solution
for every undertaking.

Working together can start with a compact analysis and move into implementation where that is needed. Which service fits depends on whether transparency, a shared working foundation or the optimization and automation of existing workflows comes first.

01

Process
Analysis

maximum one week

A compact entry point to identify the biggest levers.

ResultClarity on where to start and why.

Scope
on request

Company targets are missed or growth stalls, and nobody can say exactly why or what it costs. The analysis covers a review of the current situation, short interviews with key people and a cross-functional process analysis. The result is a concrete action plan for removing inefficiencies.

  • Included
  • The three to five places where time, money or quality is lost
  • An assessment of where automation pays off most and where the foundation is still missing
  • Concrete measures and their priority
Request this service →
02

Structure the
business

Structure how work is coordinated and enable the company to develop it further on its own.

ResultStructures that work independently of individuals. Departments coordinate directly instead of through management.

Scope
on request

Processes between departments depend on individuals, decisions are escalated upward as a matter of routine. In a project with the leaders and stakeholders involved, one concrete question is structured and solved together. The structures that emerge become the basis for questioning, optimizing and automating processes. At the same time they create the context AI needs in order to do good work.

  • Depending on the starting point this covers
  • Clarified processes between departments, with named owners
  • Decision rights: who decides what without asking
  • Shared terms and metrics across departments
  • A lean process playbook and one central place for knowledge, usable by people and AI
  • Onboarding that builds on that knowledge
  • A method toolkit for creating and applying structures independently

The company develops its structures further on its own.

Request this service →
03

Optimize & automate
processes

Use the real efficiency levers and optimize and automate workflows where it counts.

ResultThe highest return on investment from AI and automation initiatives, because they start where the real efficiency levers are.

Scope
on request

Every department wants AI. It has the greatest effect in lean workflows where it is clear which step actually creates value. Together with the process owners, the real efficiency levers are identified, workflows are analyzed end to end across departmental boundaries, and automation and AI are applied exactly where they achieve the most. The team brings the process knowledge, the outside view makes sure innovation does not get stuck in habits that have grown over time.

  • What I accompany
  • Mapping how the work actually runs, for example with value stream mapping
  • Removing activities that create no value for the customer
  • A lean target process
  • Selecting the automation and AI use cases with the greatest leverage
  • Clear project ownership and implementation through to go-live
Request this service →
04

Workshops &
keynotes

on site or remote

Create a shared understanding and strengthen thinking across departments.

ResultLeaders pursue shared goals and priorities and think beyond their own area.

Scope
on request

In workshops, leaders and stakeholders build the ability to think beyond their own area and to strengthen the value chain as a whole. Topics are goals, priorities, measures and how they are coordinated.

Keynotes cover team coordination in the age of AI and the question of what changes when companies gain more and more digital colleagues.

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Get in touch
02 · Where I start

Growth loses speed in processes between departments and ties up resources it does not need.

Departments optimize their own workflows. Unclear processes and responsibilities, missing information and inconsistent decision paths create friction. The result: rework, delays and a management team that spends too much time coordinating day-to-day operations.

AI can speed up individual workflows, but it does not solve the problem of coordination. Without shared structures, more isolated solutions appear instead of end-to-end processes.

How it shows

/01
Problems appear in the processes between departments.
/02
Individual teams raise their productivity, company revenue grows anyway no faster.
/03
New tools and systems are in place, an improvement in value creation is barely visible.
/04
When the team lead is away, the department comes to a halt.
/05
Important information is missing or sits in the personal files of individual employees.
/06
Decisions are escalated upward as a matter of routine, although they could be taken closer to the work.
03 · References

Voices from the work

Dr. Leon G. AI Engineering Lead
„He brings people together, aligns teams, and ensures that projects move forward, all while remaining highly approachable.“
I had the great pleasure of working closely with Santiago for several years at Bravobike. During that time, I saw firsthand how he combines strategic thinking with a strong bias for action to create real impact. When we were searching for a head of operations, Santiago stepped up and took on a significant share of the responsibility to keep everything running smoothly. His ability to navigate both the production floor and the meeting room makes him an outstanding facilitator. He brings people together, aligns teams, and ensures that projects move forward, all while remaining highly approachable. His team trusted him because he not only set clear priorities but also actively supported them whenever needed. He's not afraid to roll up his sleeves if it helps the team succeed. I have no doubt that he will thrive in any environment where he is given responsibility and clear strategic direction.
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Dr.-Ing. Oliver G. Owner & consultant
„He does not model processes for the filing cabinet, but so that teams can use and live them straight away.“
I got to know Santiago at JobRad/Bravobike, where I worked as project lead for industrialization. He proved himself a pragmatic process manager who creates structures that really work, without unnecessary complexity. Why do I recommend him? He does not model processes for the filing cabinet, but so that teams can use and live them straight away. His focus is on fast, effective solutions, with the tools already in place and without expensive software rollouts. He knows how to connect day-to-day work with strategic goals, exactly what growing companies need. If you are looking for someone who does not just document processes but gets them running, Santi is the right choice.
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Axel D. CEO and founder
„I liked asking Santi for his assessment, whether on processes or on the mood in the company. I would work with him again at any time.“
I had the chance to work with Santi for a few years at Bravobike. I was CEO and founder, Santi held several positions during that time. He joined us as team lead for a small team, but showed very quickly that he has enormous drive and wide-ranging potential. He always wanted to learn and develop, and he was grateful for criticism and feedback. Above all he showed a natural and intuitive talent for leadership, which made him one of the most popular leaders in the company. In difficult times, and even in a crisis, Santi took on additional responsibilities on an interim basis. Under extreme pressure he stayed constructive and matter-of-fact, did not complain, and brought proposals instead. I liked asking Santi for his assessment, whether on processes or on the mood and on where he saw the company heading. Santi has a very calm and charismatic manner, and that gets him heard quickly. I would gladly work with Santi again, at any time.
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Philipp H. CEO & consultant
„Structured, reliable, professionally valuable; the collaboration was focused throughout.“
Working with Santiago in consulting was constructive, focused and highly professional throughout. His clear and open communication deserves particular mention; it made for efficient coordination and fast solutions. His structured and reliable way of working made the collaboration not only pleasant but also professionally very valuable.
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Bernd W. Agile coach & organizational developer
„Santi gets things done. In a way I have rarely seen.“
Over the past two years I had the great pleasure of working with Santi on various projects at Bravobike. In a constantly changing environment, Santi did not only excel professionally, he also always, and I mean always, looked beyond his own remit and took on things nobody else dared to touch. Santi gets things done. In a way I have rarely seen. Sadly his job titles, Team Lead Digital Service and Business Process Manager, do not reflect his efforts. They do not tell you what Santi really achieves at Bravobike. On one hand that is a shame, on the other it says all the more about Santi as a person. Santi, you are a hell of a guy. Professionally and privately. And in saying that I am certainly speaking for most of the Bravobike workforce.
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Quotes originally given in German have been translated. The originals are available on request.

04 · FAQ

Frequent questions

Why does an outside view help?

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Whoever owns a process rarely sees it from the outside. Teams know their own workflows, tools and metrics in detail. What they rarely see is the friction where their process meets the next department. Finance optimizes finance, operations optimizes operations.

An outside view does not replace that knowledge. It connects it, checks it against itself and asks the question almost nobody asks internally: why does the company actually work this way?

What does the approach look like?

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First understand, then simplify, then standardize. Automation comes last. The order is fixed: reverse it and you automate workflows nobody has clarified, and you pay twice, once for the rollout and once for the correction.

/01

Build make it visible

Make visible how work actually flows across departmental boundaries. With value stream mapping, process analyses and conversations with the teams.

B
/02

Simplify align to customer value

Put customer value at the centre. Activities that create no value for the customer are questioned or removed.

S
/03

Standardize create a shared working foundation

Set processes, decision paths and work instructions. The company's own way of working becomes the shared standard.

St
/04

Automate automate deliberately

Only now automate, where processes run reliably and the leverage is greatest.

A

What happens to the company's knowledge?

+

It stays in the company. Structures, process descriptions and playbooks are built in the company's own systems and in a way that lets its own team maintain and develop them. Confidentiality and data protection are a given, with an NDA on request.

Which languages does the work happen in?

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German, Spanish and English. Workshops, documentation and process descriptions are produced in the language the team works in. The German-language site is at santiagoporcel.de, the Spanish one at santiagoporcel.com/es.