TimePilot
Management systems for founder-led companies · Central, Hong Kong

Give your business the structure to grow.

We work inside founder-led companies to install the roles, routines, planning and reporting that let the business run without the owner in the middle of every decision.

Installed, not advised — we build it with your team and hand it over.

Operating board — who decides what
Owner {{ ownerCount }}
{{ it.label }}
Leadership {{ leadCount }}
{{ it.label }}

Nothing sits here yet — no defined decision rights
Team {{ teamCount }}
{{ it.label }}

Nothing sits here yet — work waits for approval

{{ boardNote }}

Founder-dependency check — select what is true today

Mark what is true in your week today.

{{ recLabel }}

{{ recTitle }}

{{ recBody }}

{{ r.label }}
Book a consultation
Operating model — before and after installation

The change you should expect.

Read across each row: how it runs today, and how it runs once the system is in.

{{ r.dim }}
Before{{ r.before }}
After{{ r.after }}
Implementation tracks

Three things we install.

Each track runs as working sessions with the people who will use the system, not as a report handed over at the end. Tracks can run on their own or in sequence.

Track one — operating structure

Roles, decision rights and management rhythm

Inputs Current org chart and job scopes Approval and escalation history Working sessions Role mapping with each function lead Decision-rights workshop with the owner Installed outputs Role map with named accountability Decision-rights matrix and thresholds Standing meeting calendar and agendas
Track two — planning system

Priorities, ownership and review cadence

Inputs Existing plans, budgets and commitments Live list of projects in flight Working sessions Priority-setting session with leadership Ownership assignment and load check Installed outputs Quarterly priority register with owners Weekly and monthly review cadence A single place plans are kept current
Track three — performance system

Measures, reporting and corrective action

Inputs Reports and spreadsheets in use today Data available from existing systems Working sessions Measure selection per function Reporting dry-run with the people reporting Installed outputs Weekly scorecard with named owners Reporting pack and the routine to produce it Trigger points for corrective action
Twelve-week operating calendar

Your twelve weeks, week by week.

Six workstreams, run as working sessions with your own people. The four phase names — Diagnose, Design, Install and Embed — sit across the week ranges below.

See the full calendar
Weeks 1–2 · Diagnose
Weeks 3–4 · Design
Weeks 5–8 · Install
Weeks 9–12 · Embed
Owner sessions
Current-state sessionIn the room: ownerHow the business runs today, written down
Decision thresholdsIn the room: ownerSpend, hiring and pricing limits agreed
Fortnightly working sessionIn the room: ownerBlockers cleared while the routine beds in
Step-back reviewIn the room: ownerList of approvals the owner no longer holds
Function leads
Function interviewsIn the room: each leadWhere work stalls, function by function
Weekly build sessions — weeks 3–8In the room: function leadsEach lead drafts, then runs, their own part of the system
Leads chair their own sessionsIn the room: function leadsWe attend as observers only
Roles and decisions
Role and decision mappingIn the room: owner and leadsRole map with one accountable name per function
First cycles under the new rightsIn the room: function leadsApprovals logged at the agreed level
Kept current internallyIn the room: function leadsRole map updated by your team as things change
Planning cadence
Cadence designIn the room: owner and leadsMeeting map — who meets, when, on what
Cadence run with us in the roomIn the room: whole teamPriority register kept current each week
Cadence run without usIn the room: whole teamFull cycles run internally, start to finish
Reporting
Measure selectionIn the room: function leadsOne short scorecard, measures named per function
Reporting dry-runsIn the room: the people who reportScorecard produced by the people who own it
Produced internallyIn the room: function leadsReporting pack produced without us
Handover
Written up as it is installedIn the room: leads with TimePilotRoutines documented in your team’s own words
Handover sessionsIn the room: owner and leadsHandover pack, named owners and review dates
Gate to continue
Current state agreed
System design approved
Routine running
Internal handover
Weeks 1–2 · Diagnose
Owner sessionsCurrent-state sessionHow the business runs today, written down
Function leadsFunction interviewsWhere work stalls, function by function
Gate — current state agreed
Weeks 3–4 · Design
Owner sessionsDecision thresholdsSpend, hiring and pricing limits agreed
Function leads — runs to week 8Weekly build sessionsEach lead drafts their own part of the system
Roles and decisionsRole and decision mappingRole map with one accountable name per function
Planning cadenceCadence designMeeting map — who meets, when, on what
ReportingMeasure selectionOne short scorecard, measures named per function
Gate — system design approved
Weeks 5–8 · Install
Owner sessionsFortnightly working sessionBlockers cleared while the routine beds in
Function leads — continues from week 3Weekly build sessionsEach lead runs the part they drafted
Roles and decisionsFirst cycles under the new rightsApprovals logged at the agreed level
Planning cadenceCadence run with us in the roomPriority register kept current each week
ReportingReporting dry-runsScorecard produced by the people who own it
HandoverWritten up as it is installedRoutines documented in your team’s own words
Gate — routine running
Weeks 9–12 · Embed
Owner sessionsStep-back reviewList of approvals the owner no longer holds
Function leadsLeads chair their own sessionsWe attend as observers only
Planning cadenceCadence run without usFull cycles run internally, start to finish
ReportingProduced internallyReporting pack produced without us
HandoverHandover sessionsHandover pack, named owners and review dates
Gate — internal handover
Case files — illustrative engagement scenarios

Two engagements, in detail.

All recent work
First example

Approvals stopped queuing at the founder

Professional services · owner-led · operating structure

An owner-led firm where every quote, hire and spend decision waited on one person. We mapped the recurring approval types and set thresholds for each.

Read the full note →
What was installed Decision-rights matrix — spend, hiring, pricing Role map naming one accountable lead per function Weekly leadership meeting with a fixed agenda Escalation route used by exception How it shows up

Routine approvals are now settled by the function lead; the owner sees them in the weekly review rather than in the moment.

Second example

Purchasing stopped being a reaction

Product and distribution · Multi-SKU range · performance system

Reordering happened when someone noticed a gap on the shelf, with purchasing split across three people and no shared view. We grouped the range into classes and gave each one a rule and a named buyer.

Read the full note →
What was installed Product classes with reorder points and cover targets Single stock-and-commitment view, kept current One named buyer per product class Weekly purchasing review reading from the view How it shows up

Buying is a scheduled decision against a rule rather than a reaction to an empty shelf, and cover breaches surface in the weekly review while there is time to act.

Illustrative engagement scenarios showing the shape of the work. Not measured client results and not a guarantee of future outcomes.

Working tools

The documents you keep.

Every engagement leaves behind working documents your team uses weekly. These are the formats.

Role mapOne accountable name per row
FunctionAccountableDecides
Client deliveryDelivery leadScope
Finance & adminFinance leadSpend < cap
OperationsOps leadScheduling
Weekly scorecardRead in the Monday meeting
MeasureOwnerStatus
Jobs delivered on dateDeliveryOn track
Invoices raised in weekFinanceWatch
Open items over 14 daysOpsOn track
Priority registerReviewed monthly
P1Move quoting off the ownerOps lead
P2Monthly reporting pack in one placeFinance
P3Onboarding checklist for new hiresAdmin
HoldSecond location — revisit next quarter
Meeting agendaFive items, 60 minutes
Scorecard read — exceptions only10 min
Priority register — movement since last week15 min
Blocked items and who unblocks them10 min
Decisions needed at this table15 min
Actions, owners and dates confirmed10 min

Same agenda every week. The meeting ends when the list is done, not when the hour is up.

Where we would start

Start with the problem that costs you most.

Approvals bottleneckWe would start by mapping your recurring approval types and setting a threshold for each, so routine spend and scope decisions stop reaching you.
Unclear rolesWe would start with a role map: one accountable name per function, agreed in the room with the people who hold it.
No reliable reportingWe would start with a short weekly scorecard and the routine that produces it, so the same numbers appear the same way every week.
Plans that never landWe would start with a priority register and a review cadence, so a small number of things are owned and checked rather than many things intended.
Constant firefightingWe would start by finding which recurring failures cause the interruptions, then install the routine that catches them earlier.

Pick the one that costs you the most time this month and we will open the conversation there — tell us where the work gets stuck.