CareBridge Home Services auditExample data only, for demonstration purposesAudit complete: 4 sessions, 15 Feb to 8 Mar 2026Business operations audit
at today's run-rate, no ramp-up assumed
A$483,184 a year countedA$970,000 a year estimated7,434 hrs a year counted, from 9,292 told to us
All A$483,184 a year is addressed by the initiatives in this plan.
We count 80% of the hours your team told us for manual computer work, because Claude connected to your tools drafts it and a person still checks it.
We do not assume anything is fully automated, or that the whole company gets 80% faster.
Audit estimates, refined at scoping.
A$1.45m counted cost plus A$2.91m estimate of extra revenue, at today's run-rate for three years, no ramp-up assumed.
Your team told us how much time the work takes today. We count 80% of it, once, at an Australian hourly rate.
A$483,184 = 9,292 hrs × 80% × A$65
A$1,985.30 a week, construction, full-time ordinary earnings, ABS May 2026 ÷ 38 hours × 1.25 on-costs = A$65 an hour. An Australian benchmark; not your payroll.
Australian Bureau of Statistics, average weekly earnings, May 2026
3 × (A$483,184 + A$970,000) = A$4.36m
Audit estimates, refined at scoping.
All A$483,184 a year is addressed by the initiatives in this plan.
Your own commercial estimates of extra sales, not counted cost: A$970,000 a year. They are not measured and are never added to the counted cost.
Illustrative scenario: Seven additional clients, excluding existing clients and continuity cases. This is a hypothesis, not achieved revenue.
Illustrative scenario: Funding protection within existing revenue; excludes growth and continuity cases. This is a hypothesis, not achieved revenue.
Illustrative scenario: Four continuity cases in a separate cohort from protected funding and growth. This is a hypothesis, not achieved revenue.
The audit in three parts
Each page opens with the figure. One click shows how it is built.
5processes
Mapped across 5 stages. 22 findings and 11 team ideas.
Based on 4 sessions, 15 Feb to 8 Mar 2026
Open the process mapA$483,184a year
Counted cost: A$483,184 a year, the work done by hand today, in 8 areas of work.
Based on 11 activities your team described
Open the counted cost9initiatives
9 initiatives.
Based on 9 initiatives, A$1.45m of cost over three years
Open the AI BlueprintStart here: draft quarterly progress reports. A working proof of concept takes about 1 to 2 weeks; going live usually takes several times longer, in APG's experience.
See the planHow we did the audit
Held 15 Feb to 8 Mar 2026: 4 AU.
The first pass over how CareBridge actually runs, with Sarah and Tom walking through a normal week. Most of the time went on acquisition and service delivery: where enquiries come from, what happens between an enquiry landing and a client being onboarded, and how the daily roster gets built. This is the session where the scheduling spreadsheet came up as the centre of gravity for the whole operation, and where it became clear that lead tracking lives across email, phone and the website with no single pipeline view. Thirty-seven separate observations were recorded, seven of which became pain points carried into the findings.
A deeper session on the front half of the client journey, with Tom leading on intake. Covered the enquiry-to-qualification path in detail, the home visit, and the full paper onboarding pack. The response-time problem was quantified here - enquiries commonly sit a day or two before anyone replies, with roughly one to two clients a month lost as a result. Onboarding was mapped end to end: twelve forms printed, signed, scanned and re-keyed, with client data landing in three different places. Twenty-seven observations, six pain points.
The longest session of the audit and the one that produced the most, run with Priya across finance and administration and Sarah on delivery. Walked the shift lifecycle from roster to run sheet to timesheet to invoice, including the WhatsApp run-sheet formatting, kilometre calculation from Google Maps, and the manual reconciliation between timesheets, the schedule and photos sent by workers. Also covered quarterly progress reporting for case managers and the absence of any funding-drawdown visibility. Forty-five observations and nine pain points, the largest single contribution to the recoverable-cost picture.
A short confirmation session with Sarah and Priya to close gaps left by the earlier conversations, covering retention and the payroll and invoicing cycle. No new pain points were raised - the purpose was to confirm figures and fill in the remaining detail before the findings were written up. Three observations recorded.