Process consulting and Dynamics 365 implementation from one Nairobi team, with consultants who have worked across eleven African markets. Most firms give you the recommendation or the software. The failure happens in between.
Growth has outpaced the way the work is organised.
An enterprise resource planning (ERP) system went live but the operating change never followed.
Customer service or fulfilment is slipping and nobody can see where.
Analysis, design, build, deploy, maintain: the same team across all five. Most engagements fail not because the diagnosis was wrong but because nobody owned the distance between the recommendation and the running process. The consultant leaves a report; the software vendor leaves a system; the change is left to you. Zelo carries the same engagement across analysis, design, build, deployment and support, and stays until the new process is the one your people actually run.
See how the work actually flows today, not how the org chart says it does.
Fewer handoffs, fewer re-keys, clear owners.
Every enquiry has a path and a time, and someone can see where it is.
“Good” defined so two people measuring it get the same number.
The redesigned process configured into the system, not filed in a folder.
The repetitive work removed where it pays back.
Document handling, data extraction, routing and first-line responses, applied where the process map says they pay back. Scoped in the same discovery, built by the same team, measured against the manual cost they remove.
We listen first: your operations, your constraints, what has already been attempted. We research what is genuinely working in comparable businesses and stay independent of any single methodology at the advisory stage. Design is done with you and tested against how the business really runs. Implementation is led by the people who have to adopt the change, at a pace the organisation can absorb, and measured against KPIs agreed before the work began.
Every engagement leaves something behind that keeps working once we have gone.
Standard operating procedures. How the work is actually done, written down, so it survives staff turnover and new hires start productive.
KPI definitions. What “good” looks like, defined precisely enough that two people measuring it get the same number.
Performance frameworks. Who is accountable for what, and how it gets reviewed.
Process designs. The redesigned workflow, configured into the system, not filed in a folder.
Roadmap. What changes, in what order, and why.
The test is not the document. It is whether the process still runs that way in six months.
A Kenyan FMCG distributor
A distribution business was running on bespoke, siloed systems with no shared view between departments.
Zelo diagnosed the whole estate, software, people and processes, and built a roadmap covering new processes and controls. We replaced the ERP with a system that connected departments and produced common reporting and accountability, then skilled up existing staff and brought in new hires for functions nobody had been covering.
Both. We work across analysis, design, build, deploy and maintain with the same team. We do not hand you a recommendation and leave you to find someone to deliver it.
We expect it, and we plan for it. Implementation is designed around the people who have to live with the new way of working: what it asks of them, what support they need, and a pace the organisation can absorb. On a recent distribution engagement, part of the work was skilling up existing staff and hiring into roles nobody had been covering.
We define the KPIs with you at the start, so the measure of success is agreed before the work begins rather than argued about afterwards. Those definitions become part of what you are left with.
Our consultants have worked on projects in eleven African markets.
What that gives you: familiarity with regional regulatory variation, multi-country rollouts, and operating conditions that imported playbooks do not account for.
Prefer to talk? +254 700 662 933, call or WhatsApp.