Fractional project management and fractional operations management.
Fractional project management and fractional operations management.
Operations, automation & AI
Practical improvements to the way your business gets work done.
Manual tasks. Unclear handoffs. AI ideas waiting for a plan. TRS Planning helps you improve the process, put the right tools around it, and prepare your team to use them.
Process improvement · Automation & AI · Fractional support
The same problems keep returning
Find the bottlenecks and clarify how work moves from one person to the next.
You see an opportunity with AI
Choose a useful application, coordinate implementation, and help people adopt it.
You need a clearer picture
Build metrics and reporting that help people decide what needs attention.
How I can help
Start with the business problem and the people doing the work. Then improve the workflow, supporting tools, and information needed to run it.
01 / Process improvement
Find where work slows down, repeats, or falls between teams. Design a simpler path with clear steps and owners.
02 / Automation & tools
Reduce repetitive work and connect the tools around a sound process, with appropriate checks and human review.
03 / Metrics & reporting
Turn activity into useful information. Define key performance indicators (KPIs) that connect everyday work to business results.
Fractional operations support can include operating agreed workflows, maintaining reporting routines, and coordinating follow-through. We agree on the scope, responsibilities, and capacity the engagement needs.
AI implementation & adoption
Where could AI make your team’s work easier? Start with the problem, then choose a useful application and a practical path to implementation.
TRS Planning helps turn use cases into requirements, coordinate delivery, and prepare people to use and own the change.
Compare ideas against the business problem, expected value, effort, and readiness. Agree on the outcome and how you’ll assess it.
Clarify requirements, data and access needs, human review, and ownership. Make the workflow and governance fit the way your organization operates.
Bring business teams, technical specialists, and vendors together. Plan pilots, testing, acceptance, and the steps needed to put the solution into use.
Build in training, feedback, usage and value tracking, and ongoing support. Review what people are using and what needs to improve.
Start with work people recognize. Internal knowledge search. Research and reporting assistance. Structured drafts for human review. AI assistants and agent workflows with clear owners and checkpoints.
Discuss an AI use caseThe approach
Define what better looks like before making changes. Then build a workable process, help people use it, and review the results so improvements can continue.
Map the current workflow. Find delays, repeated effort, unclear ownership, and the constraints that matter.
Agree on the desired outcome, a better process, and the measures that will show whether it helps.
Implement the workflow and supporting tools. Prepare the people who will use and own it.
Review performance, address exceptions, and refine the process as the business changes.
Illustrative example / Internal requests
A process becomes easier to run when people know where work starts, who owns the next step, and how to see what’s happening.
A common pattern
A designed workflow
The exact tools and automation depend on the workflow, existing systems, and people using them.
Working together
A focused improvement. A workflow that needs automation. An AI initiative that needs a path to everyday use. We shape the engagement around the problem, the intended outcome, and the support required.
You’ll work with Tedd Shimp and, where needed, specialists who support the agreed scope.
Start with a specific business problem and the people doing the work. We can help compare use cases, define requirements and success measures, and plan a pilot with appropriate human review. Delivery, governance, and adoption belong in the plan from the beginning.
Your current tools are the starting point. We assess how they support the process and where the gaps are. When a change is useful, we make the options and trade-offs clear.
Look for repetitive tasks with clear rules, reliable inputs, and a useful payoff. The design should also make ownership, exceptions, and any necessary human review clear.
Support for a portion of the working week or a defined set of activities. That can include operating agreed workflows, maintaining reporting routines, and coordinating follow-through. The time commitment and responsibilities are agreed up front.
We agree on meaningful measures and understand the starting point. Depending on the process, those might include turnaround time, rework, errors, manual steps, or reporting effort. Then we review the results and adjust.
Let’s talk about your operations
Bring a process that’s too manual, a handoff that keeps breaking, or a report that doesn’t help you make a decision. We’ll discuss a useful place to start.