I want your company to come out ahead: financially, operationally, and in how people experience the working day. The aim is an improvement your team can sustain after my work is finished—not a process that depends on keeping me around.
Tell Scott what is happeningLower recurring shipping expenses, overtime, rework, or outside-support costs. Compare actual records and include the costs of implementing and maintaining the change.
Evidence: comparable invoices, expense records, qualifying savings, and what remains after project fees.
Fewer touches, less waiting, accurate information, clear ownership, and a trained backup. More useful work without automatically adding people or software.
Evidence: completion time, repeat corrections, backlog age, handling, and backup demonstrations.
Less chasing, repeated frustration, and firefighting. More time for managers to coach, plan, and follow through—and clearer expectations for everyone doing the work.
Evidence: recurring interruptions, escalation patterns, training coverage, and employee feedback. A better atmosphere is a goal, not a guaranteed outcome.
Time freed has operating value even when payroll does not fall. Keep capacity, actual expense reductions, and workplace benefits visible as separate results.
A recovered credit happens once. Removing the reason for a recurring charge can benefit every qualifying shipment afterward. Eliminating repeated entry or handling can free time whenever that work occurs. The result continues only while the improved process remains effective.
Historical cumulative value uses actual affected volume, measured time or cost differences, and the effective dates of each process. A first-month example shows one period; it does not describe the whole life of the improvement.
Illustration: a route moves from ten touches to six, then from six to three. The first change removes four touches; the second removes three more. That is seven fewer touches overall. Apply each change only to the work and dates it affected.
Keep physical handling, typing, paperwork, and troubleshooting separate when they overlap. Dollar ROI needs all relevant investment costs and a consistent comparison period.
Try a recurring saving and see what the company could retain during and after the payment term. This illustration assumes the same monthly benefit continues; actual savings may change or stop.
Monthly net savings here already subtract added recurring operating costs, but exclude consulting fees and the separate one-time cost entered above. Count each cost once.
Over 36 months, after $12,000 in savings-share fees and $1,000 in the separate implementation cost.
Formula: $360,000 projected benefit − $12,000 share fees − $1,000 separate implementation cost.
The evaluation payment is credited toward total fees, not added to this fee total. If earned fees are less than that payment, its treatment must be agreed before hiring. This is not a full ROI percentage calculation or a guaranteed result.
For eligible projects, agree one specific term of 6–18 consecutive months before implementation. No qualifying verified savings for a month means no additional savings-based project fee for that month. The fee ends at the agreed date.
The company retains 90% of qualifying savings before any separate costs not already included. Your evaluation payment counts toward total fees.
Procedures, training, reporting, backup coverage, or IT requirements can be valuable without a suitable dollar-savings measure. A fixed fee may also fit better when a percentage would be disproportionate to the scope.
Agree deliverables, completion measures, total fees, and any separate costs before hiring. A fee cap can be discussed as part of the proposal.
No required Wolfers Way support subscription. Optional support, outside software, and technical provider costs are agreed separately. Neither payment route guarantees savings or other outcomes.
Read the fee options and evaluation credit →Tell me about the cost, repeat task, or daily frustration you want to improve. We will start with the work and the evidence.
Tell Scott what is happening