Because without understanding the business first, any solution is merely a guess.
Before proposing a tool, an automation, or a system, I need to understand exactly how the operation works: what the business is trying to achieve, what the team realistically expects, where the bottlenecks are, and which ones would have the greatest impact if addressed.
The process of listening, analyzing, and mapping is not a formality.
This is where it becomes clear whether the work that follows makes sense.
With Arquimadera, I went through that exact phase: an operational diagnosis that identified 24 issues to address and four root causes.
The operation had fragile automations, unstructured data, and parts of the process that were simply invisible. The problem was not the team's ability to work, but that the system had never been designed to answer those questions.
Only once that map was clear could the team make the decisions it had been postponing. Read more about this work in the case study on Arquimadera's Operational Record System.
That is the approach I bring to every project: understand first, propose second.
Do you consider this criterion when evaluating data or consulting professionals?