IT AUDIT — PROCESSES · NUMBERS · PLAN
Fourteen days and a fixed price. You leave with a process map, a costed picture of the current state and a plan for the year — including if you hand the delivery to someone else.
„IT audit" tends to suggest a walk through the server room and a list of hardware to replace. Ours looks different: it starts with processes, not infrastructure. What interests us is where the company loses time and money — technology is one possible cause and often not the main one.
The audit ends with a document you can act on: a process map, a list of quick wins, a calculated cost of the status quo and a plan for the year with a budget per quarter. It does not end with a recommendation to „consider a transformation".
It has a fixed price agreed before the start. We don't bill by the hour, because then it is in the supplier's interest for the audit to last longer — and in yours for it to end with something concrete.
Audit 14 runs for fourteen days, most of which we spend inside your company or talking to your people. Below is the real sequence — not an outline from a proposal, but what actually happens.
We start from what has to change — not from which systems you own. We agree how we will know the audit paid off and what is out of scope. We go through documentation, supplier contracts and whatever somebody already tried to fix.
The most important part and the only one that can't be done remotely or from documents. We sit next to people in accounting, sales and the warehouse and watch what their day really looks like — because the process in the procedure and the process performed daily are usually two different things.
We turn observations into hours and money: how much time re-typing consumes, what errors caught at the end cost, how much you pay for licences nobody uses. Without that number, no proposal for change has anything to be measured against.
Recommendations are ranked by payback and risk, not by what is technically most interesting. Some of them aren't projects at all but configuration of tools you already own — those go first, because they cost least and build trust in the rest of the plan.
We walk the report point by point, with every number open to challenge. You leave with a document that is yours — including when you give the delivery work to somebody else, or to nobody.
Thirty minutes is enough to judge whether an audit is a sensible first step for you — and to say plainly if it isn't.
Four things, all in a form you can pass on — to co-owners, a bank or another supplier. With no dependency on us: this isn't a document that only makes sense if you sign a follow-up contract.
Not an org chart, but the flow of work and information between departments, with the points marked where something stalls, duplicates or disappears. For many companies it is the first time this is visible on one page.
Hours and money attached to specific activities. The point of that number is to give every later quote something to be compared against — without it, everything looks expensive.
A list of changes achievable in weeks, usually without buying anything. Our audits consistently show that 30–50% of reported problems are solved by configuring tools the company already pays for.
Broken into quarters, with budget ranges and a metric attached to each stage. The plan assumes you will change your mind along the way — which is why the stages are independent rather than arranged in one cascade.
If you already know exactly what you want to do and are looking for a supplier, an audit is a wasted cost and we will say so. The same applies when a company is facing a problem that has nothing to do with processes or technology: a falling margin, people leaving, a dispute between owners. IT consulting won't fix those and will only postpone the conversation that has to happen.
The audit is the entry point to everything else we do — document workflow, process automation, system integration, ERP or AI delivery — but it commits you to none of them. The wider context is on digital transformation.
It has a fixed price, agreed before the start and independent of how much we find. We quote it after a short call in which we establish the size of the company and the number of areas to review — auditing one department and auditing a whole company is different work.
We deliberately don't bill by the hour. On an hourly rate it is in the supplier's interest for the audit to take longer, and in yours for it to end with something concrete.
No, and that is built into how the report is written. The document has to be executable by any supplier — it contains a list of requirements, not a description of our solution.
Sometimes the recommendation is „stay with what you have and fix the configuration”. Then there is nothing to deliver, and that is what we say.
Most of it between day three and day seven, when we talk to the people doing the work — realistically one to two hours each from several people. The person commissioning the audit is involved at the start and at the end, around half a day in total.
We don't ask anyone to prepare documentation „for the audit”. If something isn't written down, that is a finding in itself, not homework beforehand.
That is a common and reasonable concern, especially when someone internally is responsible for a system that turns out to be a problem. So the report describes processes and decisions rather than judging people — nobody is named next to a fault.
In our experience the most frequent finding isn't „somebody got it wrong” but „the company grew faster than its tools”. That is a normal stage, not something to be embarrassed about.
WE REPLY WITHIN 24 HOURS
A free 30-minute consultation. No commitment and no sales rep — you talk to the person who will run your project.
JET LARK SP. Z O.O.
3 MAJA 22 / 2C
40-096 KATOWICE, POLAND
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