Business Process Automation for the work still moving between systems by hand.

Business process automation (BPA) turns manual, repetitive workflows into software that runs them. In practice it removes the bottlenecks in how work moves today, cuts the errors that come from doing things by hand, and leaves a record of what ran and what failed. Your team stops shepherding the process and starts handling only the cases that genuinely need a person.

It depends on the process, so we scope it with you and quote against that. A headline figure on this page would be wrong for almost everyone who read it. Four things move the number: how many systems the workflow touches, how much of the input arrives in a form nobody standardized, how much of the process has to be redesigned before it can be automated, and how much QA the result needs. Discovery produces the estimate, broken down into hours per task, before you commit budget. Where the automation backlog keeps going and you would rather fund the team than the scope, that is team extension, billed monthly per team member.

Timelines track complexity, not category. The variable that moves them most is how well the process is understood before we start: a documented workflow crossing one or two systems is a different project from a multi-department program where responsibilities have to be renegotiated first. In our delivery experience an MVP-scale build runs 3 to 4 months with a traditional approach, and a complex enterprise system can take over 12 months. We stage releases so the first workflow is live long before the last one.

Yes. Connecting to what you already run is part of the build rather than an add-on to it. On a food manufacturer's workflow programme the automated workflow integrates with the ERP the group already ran, so data stayed consistent across every organizational unit. On a moving-company platform we integrated online billing through Authorize.Net, PayPal, USAePay and BluePay, plus Twilio for the call center and quote follow-ups. Those integrations get mapped in discovery, because the system nobody listed is where a schedule slips.

Then documenting them is the first deliverable, not a reason to wait. On a food manufacturer's workflow programme the existing workflows were not documented well enough to be understood, so we ran interview sessions and modeled the processes first. That surfaced real problems: a department responsible for activities with little connection to its area, and several departments executing some tasks in parallel. Those got fixed in the design, and the automation was built on the corrected process. If the open question is what to change rather than how to build it, start with business analysis.

A small, cross-functional team scoped to your project: business analysts to map your current and future-state processes, solution architects to design the blueprint and the integration plan, engineers to build the automation and any agents, and ISTQB-certified QA to validate that it runs cleanly. Our business analysts hold certifications including CBAP (Certified Business Analysis Professional), AAC (Agile Analysis Certification) and PMP (Project Management Professional). You get the roles the work needs rather than a fixed headcount, and the engineers are unicrew employees across six countries, working from Ukraine, Poland, Estonia and the UK, not a subcontractor chain.

By assuming it will meet inputs nobody planned for. QA runs against real data rather than happy-path samples, you get automated tests you can re-run yourself, and we monitor the automation after launch. Our own AI agent proof of concept taught us the sharpest version of this: an automation that depends on front-end UI selectors is only as stable as those selectors, so where an API exists we use it instead. Every engagement runs under our ISO 27001:2022 and ISO 9001:2015 certifications, audited by Quay Audit UK.

Custom automation from a full-service firm is a category, not a moat, and category claims are cheap, this page included. Four questions get a buyer past the category, and each one has an answer here. Ask to see the exception path rather than the demo: the screen an operator uses when a document turns up in a layout nobody planned for, from something that already shipped. Ours is the operator screen in a data-recognition tool we built, where the tool presents its first results and the operator releases or corrects them before they land in the database, and those corrections improve the recognition rate as the tool is used. Ask for review URLs, not a rating: a whole client interview says more than the sentence a vendor picked out of it, and every client quoted on this page opens their own. Ask whether the engineers are employees or a subcontractor chain, because in year three, when a field moves, that is what decides whether anybody who wrote your business rules can still be reached. Ours are unicrew employees across six countries. And ask what is missing from the certificate list, ours included: we hold ISO 27001:2022 and ISO 9001:2015, audited by Quay Audit UK, and we do not hold SOC 2. Two cases where the answer is not us at all: a two-step handoff between two SaaS products you already pay for, which a no-code connector will do in an afternoon, and a licence plus a partner to configure it, because we do not resell an automation platform.

When the same person is doing the same manual step often enough that everyone has stopped noticing it, and when you can still name who owns each step in the workflow. The second half is the one people skip, and it is the difference between automating a process and hard-coding an argument. Three situations make the case on their own: a volume of typing that has quietly become somebody's job, a deliverable with a date on it that a person assembles by hand every time, and growth the current process cannot absorb without adding people to do the same manual work.