Operational audit
Interviews with the entire core team (12 people) + a map of decisions escalating to Miles.
- Identifying decision bottlenecks
- Workflow map of all 3 businesses
- Baseline KPI measurement
Case Study · Tech · Web3 · AIHorus Group: 12h a week back for the founder
Horus Group: 12h a week back for the founder
+ 67% faster onboarding for new hires.
A holding of 3 tech service businesses, $55M+ raised for clients. 90 days from decision to measurable change — the full anatomy of an EMS® rollout in a company with an iron GTM pace.
Client
A holding of 3 tech service businesses.
Horus Group is a holding running three closely collaborating tech businesses: Horus Labs (embedded GTM + fundraising for Web3/AI), Horus Stack (AI automation for service businesses) and Horus Signal (shortening enterprise sales cycles).
12 people on the core team + external partners. A combined $55M+ raised for clients by the end of 2025. A very fast pace of work — iron discipline in delivering GTMs in 90 days.
Problem
The pace left no room for an operational „maybe.”
Constant firefighting
Three businesses in a phase of rapid growth. Each with different clients, tools and communication rules. The founder juggling 5 threads at once.
Decisions waiting on Miles
The team was doing great work technically, but every organizational decision — pricing, hiring, project scope — came back to the CEO.
15h a week on coordination
Status updates, daily standups with 3 companies, one-on-one meetings — coordination was eating up ~40% of the CEO's calendar. There was no time left for strategy.
What ECG did
A full EMS® rollout in 90 days.
Decision authority matrix
Clear rules — who, what, up to which amount/contract, without asking the CEO.
- Pricing decisions < $20k → without CEO
- Junior/mid hiring → CTO/COO
- CEO only on strategic moves
Communication hub
Consolidating Slack, Notion, Linear into one flow. Async-first culture.
- Channel structure for 3 businesses
- Async daily updates (10 min)
- Sync only for decisions ≥ $50k
Onboarding playbook
Documenting processes for new ops/BD hires: SOPs, video walkthroughs, a mentor.
- Full 30/60/90-day playbook
- Mentor from the core team (rotating)
- Weekly check-ins
Results · 90 days after rollout
Measurable change across two key metrics.
12ha week reclaimed for the CEO
From 15h on coordination → 3h. The time went back into strategy and work on new GTMs.
-67%onboarding time for new ops/BD hires
From 6 weeks → 2 weeks. Onboarding playbook + mentor system → faster team scaling.
At Horus Labs we shorten investment processes and deliver GTM in 90 days. At that pace there's no room for an operational „maybe.” ECG brought order to how we work, how we make decisions — even where and how we communicate. We close more deals, and as CEO I have a clear head.
What's next
The collaboration continues in a Co-Management model.
After completing the EMS® rollout, Horus Group chose to continue working with us. ECG stays on as a strategic partner — a monthly operations review, sparring on new moves (M&A, expansion, key senior hires).
Your company could be the next case study.
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