Client Results
Real outcomes from businesses that decided to stop running on manual workarounds.
Every engagement is different. The through-line is the same: less time lost to repetitive work, stronger follow-through, and systems that hold up without constant manual effort.
Results vary by engagement scope and business context. These reflect actual client outcomes and anonymized composite results from completed engagements.
Request a ConsultationFeatured Result
“Since partnering with Lewis Intelligence, our benefits team reclaimed over 300 hours each year by automating internal controls, invoicing, and reporting workflows. Our people now spend less time on manual tasks and more time on strategic improvements.”
Kendra B.
Horizon Solutions
Case Study 01
Automating internal controls, invoicing, and reporting for a benefits administration firm.
How a team drowning in manual admin reclaimed hundreds of hours — without replacing their existing software.
The Situation
A benefits administration firm was managing a high volume of client accounts using a combination of spreadsheets, manual invoicing, and email-based reporting. The team was competent and experienced — but the processes they relied on required constant manual effort to keep moving. Invoices were built by hand each cycle. Internal controls were tracked in spreadsheets that required weekly updates. Reporting to clients meant pulling data from multiple sources and assembling it manually every month.
The firm wasn’t broken. But its operations were consuming time that should have been going toward client service and growth.
The Assessment
Lewis Intelligence began with a focused operational assessment — mapping how work moved through the team, where manual steps were concentrated, and which processes were most repetitive.
Key findings
- Invoice generation required 4–6 hours of manual work per billing cycle
- Internal controls were tracked in a spreadsheet with no automated validation
- Monthly client reports required pulling data from three separate systems
- Follow-up reminders were sent manually, with no consistent timing
Opportunity identified
- All three core workflows were candidates for automation using existing software
- No new tools required — the firm’s current stack was underutilized
- Estimated 300+ hours per year recoverable through targeted automation
The Solution
Lewis Intelligence designed and implemented automated workflows across all three identified areas — using the firm’s existing tools rather than introducing new software.
What was built
- Automated invoice generation triggered by billing cycle dates
- Internal controls dashboard with automated validation and exception flagging
- Automated monthly client reports pulling from live data sources
- Scheduled follow-up reminders replacing all manual outreach
Implementation approach
- No replacement of existing software
- Team trained on maintaining and adjusting workflows independently
- Phased rollout to minimize disruption during active client cycles
Result: The benefits team reclaimed over 300 hours annually. Manual reporting was eliminated entirely. The team now spends that time on strategic client work rather than administrative maintenance.
Case Study 02
Rebuilding client intake and follow-up for a professional services firm losing leads to slow response times.
How a firm with a strong service offering stopped losing prospective clients to process gaps they didn’t know they had.
The Situation
A professional services firm in Michigan was generating consistent inbound interest but struggling to convert it. New inquiries came in through multiple channels — email, a website form, and referrals — and were handled manually by whichever team member happened to see them first. Response times varied. Follow-up was inconsistent. Onboarding new clients required significant back-and-forth to collect information that could have been gathered upfront.
The firm’s principals suspected they were losing prospective clients to the gap between inquiry and first meaningful contact — but had no visibility into where exactly things were breaking down.
The Assessment
Lewis Intelligence mapped the firm’s full intake and onboarding process — from first inquiry to signed engagement — identifying every manual step and handoff point.
Key findings
- Average response time to new inquiries was 18–36 hours
- No consistent follow-up sequence after initial contact
- Onboarding required 3–5 separate email exchanges to collect basic information
- No visibility into which inquiry sources were converting
Root cause
- Intake process depended entirely on individual awareness and memory
- No structured handoff between inquiry receipt and first response
- Onboarding information collected reactively rather than proactively
The Solution
Lewis Intelligence redesigned the firm’s intake and onboarding workflow end-to-end — consolidating inquiry channels, automating initial response and follow-up, and restructuring onboarding to collect all necessary information upfront.
What was built
- Unified intake form replacing multiple inquiry channels
- Automated acknowledgment sent within minutes of every inquiry
- Structured 3-touch follow-up sequence triggered automatically
- Onboarding workflow collecting all required information before first meeting
- Internal notification system routing new inquiries to the right person immediately
What changed
- Response time dropped from 18–36 hours to under 5 minutes
- Onboarding email exchanges reduced from 3–5 to 1
- No inquiries missed due to manual oversight
- Full visibility into inquiry volume and source for the first time
Result: The firm stopped losing prospective clients to slow response times and inconsistent follow-up. Onboarding became predictable and professional from first contact — without adding headcount or new software.
Additional Results
Anonymized outcomes from recent engagements.
Client details withheld by request. Results reflect completed engagements across small businesses and professional services firms.
Accounting Firm — Reporting AutomationA small accounting firm was spending 6+ hours per week assembling client-facing reports manually from their practice management software. Lewis Intelligence automated the reporting pipeline. Weekly report preparation time dropped to under 30 minutes with no change to the firm’s existing tools. |
HR Consulting Firm — Document WorkflowAn HR consulting firm was managing client document collection through email chains, with no consistent process for tracking what had and hadn’t been received. Lewis Intelligence implemented a structured document collection workflow with automated reminders. Average collection time per client dropped by more than half. |
Insurance Agency — Client Follow-UpA regional insurance agency had no structured follow-up process for policy renewal conversations. Renewals were tracked in a spreadsheet that required constant manual updates. Lewis Intelligence built an automated renewal follow-up sequence integrated with their CRM. The agency eliminated manual tracking entirely and saw a measurable improvement in renewal contact rates. |
Law Firm — Intake & OnboardingA small law firm was onboarding new clients through a mix of email, PDF forms, and phone calls — with no consistent process across the team. Lewis Intelligence standardized and automated the intake process. New client onboarding time was cut by more than 60%, and the firm’s intake process became consistent regardless of which team member handled the inquiry. |
The Common Thread
Every engagement starts with understanding how work actually gets done.
The results above came from different businesses with different problems. What they had in common was a willingness to look honestly at where their operations were costing them time — and a preference for practical improvement over complexity.
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01
No new software requiredMost improvements are built on tools the client already has. The gap is almost never the software — it’s how the software is being used and what’s been built around it. |
02
Results that hold without babysittingEvery system is built so the client’s team can maintain and adjust it independently. The goal is durable improvement, not a new dependency on outside support. |
03
Measurable from the startBefore any work begins, we establish what improvement looks like in concrete terms — hours saved, steps eliminated, response times reduced. That clarity drives the work and validates the result. |
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