Your team records how the work actually gets done. We come to Illinois and watch it happen. Then we write down the rules, score what can be automated, and price the build. You own the document either way.
We could hand you a number this afternoon. It would be wrong in one of two directions, and both cost you money.
Your manuals say which exceptions exist. They do not say how Lindsey decides which ones apply. Her walkthrough video shows the clicks, not the logic behind them. That knowledge is real and valuable, and it currently lives in two people. Nothing gets automated until it is on paper.
You told us the county indexes documents wrong all the time, so the open-versus-released call cannot be made from the index. The document itself has to be read. On top of that there are logins, credentials, and paid retrievals in the middle of the workflow. We need to see a person do it live before we can design around it.
Given an unknown, a firm either pads so it cannot lose, and you overpay for risk that never shows up, or it quotes tight and comes back mid-build asking for more. You have seen a number that felt too big once already.
A charter school came to us certain they needed AI voice agents calling families to book intake appointments. We mapped the process first. The return was in three email automations, and the phone build never had to happen. They spent a fraction of what they had budgeted and got more of their time back.
40 to 60 files a month, 80% Illinois, turnaround at 3 to 5 days against a target of 3 or less, and files lost to Chicago Title and First American on speed. Title and closing carry equal weight, because making one faster just moves the bottleneck to the other. Nothing writes into SoftPro without a person seeing it first.
The roadmap targets the work that runs the same way every time. It also names the exceptions that should stay with a person, and says so plainly rather than pretending they can be coded away.
No software gets installed and no process changes while we work. The heavy observation happens in your office, and the prep happens in the flow of work your team is already doing.
We send a screen recording tool for Windows and a short tutorial. Your team captures two to three days of real work at month end, when volume is highest. No meetings, no interruption, and none of it is billable.
Justin and Hazim fly to Illinois. They sit with Lindsey and John, watch the work happen, and run a whiteboard session with you. In person catches what a screen share never does.
We come back with the map, the rules, the scored backlog, and priced phases. One hour, remote, with your whole team on the call to argue with it.
| Session | Who | Where | Time |
|---|---|---|---|
| Kickoff and priorities | Dru | Remote | 45 min |
| Month-end screen recordings | Lindsey, John, team | In the flow of work | No meeting |
| Title walkthrough, including Cook County live | Lindsey | On site, day 1 | 2 hrs |
| Closing walkthrough | John | On site, day 1 | 2 hrs |
| Whiteboard working session | Dru and team | On site, day 2 | 90 min |
| Roadmap readout | Everyone | Remote | 60 min |
| Total time from your team | 7 hrs 15 min |
Month end is your busiest week, so we take nothing from it but recordings. The on-site lands mid-month. Day one splits into two separate blocks with a break between, because four straight hours of being watched is how you lose a room.
Runs the discovery and writes the roadmap. He founded FYC in 2012 and has led this kind of engagement across healthcare, education, government, and SaaS. He is also the person who owns the relationship if you build with us.
Builds the context corpus. Turns the recordings, documents, and decisions into a structured, queryable store instead of a folder of video files.
What we need from you: read-only access to SoftPro Select and the share drive, three to five recently closed files, Lindsey’s exceptions checklist, your average revenue per file, and permission to record the sessions.
Everything ships in source. If you never work with us again, this document still makes the next firm faster and cheaper, because the hard part of quoting your work is already done.
Title and closing, order email through disbursement. Every step, the system it lives in, and where the handoffs break. Drawn, not described.
The open-versus-released test, template selection, exception ordering. Pulled out of Lindsey’s head and checked against files nobody walked us through.
Every candidate with hours saved, risk, dependencies, and whether a human stays in the loop.
Each phase priced, scoped to deliver on its own, and stoppable after without stranding you.
The review step Lindsey described and the pipeline view Dru asked for, drawn as screens you can react to.
The recordings, documents, and decisions in one private, structured store. This is the foundation every later automation reads from, and it belongs to you from day one.
The corpus is private. Your files are not used to train any public model and are not sent into a general-purpose LLM. Our agreement covers confidentiality in writing.
Your team controls what gets captured. Recording can be paused or scoped away from anything carrying customer identity data, and none of it is needed for the roadmap. We want the logic, not the Social Security numbers.
A process map goes stale the week your industry changes. A corpus does not, because it keeps absorbing. It is the difference between a document about your business and an asset that compounds, and it is why we are calling this AI enablement rather than a process audit.
Build with us, build with someone else, or build nothing. We would rather you own an accurate plan than sign a contract you are not ready for.
Directional only, and deliberately wide because the process is not mapped yet. Several of these will come down once it is. Putting real numbers on them is the roadmap’s job.
Dru asked the right question on the fourth call: what happens when something comes up twice a year and nobody thought to mention it? Here is how we handle that, and you are not locked into one answer.
We meet once a month for a working session. Some months there is nothing and the call is fifteen minutes. Some months something broke or something new is worth building, and we jump in against a budget you cap in advance. No invoicing twelve-minute tasks. This is how we work with National University and RE/MAX, and it is the model that fits what Dru described.
If the roadmap produces a clear set of requirements, we quote that scope at a fixed price and build it. You know the number before we start. Best fit for phase one, once phase one is actually defined.
An engineer embedded with your team, 20 to 40 hours a week. Listed for completeness. We do not think it fits a firm your size, and we would tell you so before you signed it.
A small fixed-price build to get the first automations into production, then the monthly on-call arrangement as your process and the tooling both keep changing. That is the pattern, not a promise. The roadmap may say something different, and if it does we will tell you.
| Step | Owner | When |
|---|---|---|
| Approve this scope | Dru | This week |
| Recording tool and tutorial sent to your team | Justin | On approval |
| Month-end capture | Lindsey, John, team | Late September |
| On-site dates confirmed | Brian and Dru | Late September |
| Two days in Illinois | Justin, Hazim | Mid-October |
| Roadmap readout | Everyone | Late October |