SOP Writing
Most businesses run on unwritten rules. The process lives in someone’s head, gets passed down through verbal instruction, and works fine until that person is out sick or quits, then, suddenly nobody agrees on how anything is supposed to work.
That’s the documentation problem. And it’s more expensive than most owners realize.
I help businesses get what’s in people’s heads onto paper: organized, clear, and actually usable. Not confusing, jargon filled paragraphs for tasks that should take three steps. Documentation that a new hire could follow on day two, or that a team lead could hand off without spending an hour explaining.
Before I write anything, I watch how work actually gets done. I make sure I understand the process. That part matters more than most people expect. It’s important to understand the process so that inefficiencies and unclear actions can be discovered. A lot of businesses try to document their processes before they’ve identified what’s broken about them and end up with a very clean record of a dysfunctional system. I’d rather understand where the confusion is coming from first.
From there I build whatever the business actually needs, SOPs, onboarding guides, workflow maps, checklists, internal knowledge bases. The format follows the function. Simple tasks get simple documentation. Complex processes get more structure. The goal is always the same: reduce the number of times someone has to ask a question that should already have an answer.
Good documentation also protects the business. When knowledge lives in one person, the business is one resignation away from a real problem. Spreading that knowledge across clear, accessible documentation creates stability, higher quality, and more consistent results. And, of course, there’s less dependency on any single person holding everything together.
