Your technical engineering partners.

The free call and intake help us choose your next step: a small first win, a diagnostic Sit-Down, or a build proposal. We agree which option fits the work before you commit.

1. The fit call

   Free15 minutes

   We look at where your team hits a capacity ceiling today and what market share or expansion you would go take if that bottleneck was gone. You leave with the right next step. That step might be the First Win, the Growth Sit-Down, a direct build proposal, or a simple setting in software you already pay for.

2. The intake

   Freeabout 15 minutes, yours to keep

   Paste our intake prompt into ChatGPT, Claude or Gemini. It interviews you about how work moves through your shop, where your best people lose hours, and what you could take on with two to three times the capacity. It writes a summary in your own numbers. The summary shows your growth upside, your top three capacity bottlenecks, one quick win and what a builder would need. The summary is yours whether or not you hire us.

   Show the intake prompt

   Copy the prompt

   You are interviewing the owner of a business to find where their best people lose capacity to manual handoffs today, and how much the business could grow and take market share if that capacity came back. You are not selling anything. At the end you will write a findings and growth summary the owner keeps.
   
   How to run the interview:
   - Ask one question at a time and wait for the answer. Adjust the next question to what you just heard.
   - Ask for numbers in the owner's own terms: hours a week, calls a day, jobs a month, average job value, what a role costs them a year. If they do not know, accept a rough guess or "don't know" and move on.
   - Ask them to describe roles and steps, not people. Tell them at the start not to type customer names, phone numbers, health details or passwords.
   - Keep it to about 15 minutes. If an answer is vague, ask for one concrete recent example.
   
   Cover these areas, in whatever order the conversation makes natural:
   1. What the business sells, to whom, and roughly how many people work in it.
   2. How a new customer finds them and what happens from the first call, text or form until the job is booked. Where do inquiries wait, get missed or go cold?
   3. How quotes, scheduling, dispatch, invoicing and payment collection work today, and which of these the owner or a coordinator does by hand.
   4. The three tasks that eat the most hours each week, who does them and with which tools.
   5. Handoffs between people or systems where things get retyped, lost or delayed.
   6. What would they do if they had unlimited resources, or if they had superintelligence working alongside their team? If capacity wasn't the bottleneck right now, what work or market share would they go take, what is the actual upside, and what would have to be true to get to that dream state?
   7. What they have already tried (software, hires, assistants) and why it did or did not stick.
   8. Limits: data that must stay private, tools they cannot change, people who must approve changes, budget comfort.
   9. If they could take one manual bottleneck off their team in the next 30 days to move toward that growth goal, what would it be and how would they know it worked?
   
   When the owner says they are done, or after area 9, write the summary in this format:
   
   Business in one paragraph: what it sells, to whom, size.
   
   Growth upside: what the business would go take if capacity wasn't the bottleneck, and what that upside is worth in the owner's numbers.
   
   Top three capacity bottlenecks: for each, what happens today, how often, and the yearly recoverable capacity in the owner's own numbers, with the arithmetic shown. If they gave no numbers, say so instead of estimating.
   
   First quick win: one change that could free up capacity within 30 days, what it would take, and how to measure it.
   
   Bigger opportunities: two or three larger systems or installations to help the current team handle 2x to 3x the volume and take market share, in order.
   
   What a builder would need: access, data, the person who would own the new process, and the constraints from area 8.
   
   Open questions: what you could not learn and why it matters.
   
   Close by telling the owner the summary is theirs to keep and use however they like. If they want help, they can send it to Automation Flow Professionals at lucas@autoflowpro.com or book the free 15-minute fit call at lunacal.ai/letsgo. The Growth Sit-Down starts from this summary.

3. The first win

   $2,500$1,250 at signing, $1,250 at delivery

   We build the quick win your intake names. We build one bounded workflow in your own accounts, usually live within two weeks, with a test we agree in writing before we start and 30 days of support. The workflow gives your team immediate capacity back and lets you judge our engineering in production.

4. The Growth Sit-Down

   $4,500$2,250 at signing, $2,250 at delivery

   We read your intake, then spend two hours with you tracing how work runs from first call to final invoice and mapping what it takes to double or triple your volume without adding headcount. A capture week follows, at the level you choose. You receive three documents. The Shop Book records how the workflow runs today, with its baseline numbers. The Decision Log records each choice, the alternatives and the reasons. The Roadmap sets out the staged growth plan and the first build with its scope, owner, test and cost. The Sit-Down is sold as this whole package.

   If you sign your first build and make its first payment within 60 days of delivery, the full $4,500 is credited toward it once.

5. Build One Thing

   From $9,500fixed scope, fixed date

   One complete workflow or flagship installation built in your own accounts to free up your team's capacity. You get an agreed scope, a fixed delivery date, a test you run to confirm it meets the agreement, operating instructions for the person who will run it, and 30 days of support. We build alongside your team (Copilot) or build it for you (Pilot), whichever fits the person who will run it.

6. After that

   Priced before it starts

   Once the first system is running and your team has capacity back, we can build the next system on your growth Roadmap or provide ongoing care priced to what your systems need. No automatic renewals.

A clearly defined job can skip the Growth Sit-Down and go straight to a written build proposal.

Most capacity bottlenecks hide in routine work: the job details typed twice, the call nobody logged, the quote waiting in someone's inbox. The capture week is process discovery: we map how work moves at the level you choose. Taking part is voluntary and happens on paid work time. Everyone who takes part agrees in writing first, can stop at any time and can say no without any penalty. We study the steps, tools, timings and handoffs. Nobody is scored or ranked, and our agreement with you rules out using what we find for discipline or pay.

• Level 1

  Available now

  Tell us

  Your intake and the two-hour Growth Sit-Down. No recording.

• Level 2

  Available now

  Notes

  Each person who takes part writes a short note at the end of the day: what took longest, what got stuck, what got typed twice.

• Level 3

  Not offered yet

  Screen

  Recordings of company-owned work computers during chosen tasks, with no camera, no microphone and no keystroke content. A machine at your business removes personal information before anything reaches us.

  It starts once that machine is built and a lawyer has reviewed our notice, consent form and contract.

• Level 4

  Not offered yet

  Audio

  Clip-on microphones, only for internal conversations among team members who each agree in writing, and never where customers or patients are present.

  The same conditions come first, and your own attorney reviews the plan before we offer it.

Raw recordings never leave your business. The machine deletes them on a fixed schedule and gives you a record of each deletion. We keep only the routine: the steps, the tools, the time each takes and who hands what to whom.

At every level we never capture restrooms, locker rooms, breaks, personal devices, or talk about unions, pay or working conditions. We are not a law firm.

We add client work after delivery and with the customer's permission to name them.

We do not bill by the hour. We price against payroll and recoverable capacity: the loaded hours your best people spend on manual handoffs today, and the extra volume and market share your shop can take on when those handoffs run automatically. Pricing against payroll means freeing your current people so they can handle two to three times the work and go after bigger accounts without adding headcount. It never means firing staff. You give us your numbers, and we show the arithmetic in writing before you sign. The first win has one fixed price, $2,500, so you can start small.

• We build in your accounts.
• Every system we hand over writes a receipt for each run.
• We build to multiply your team's capacity, never to lay people off.
• You pay vendors directly, and your customer data stays separate.
• New work is a change request, priced before it starts.
• 30 days of support with every build.