Workflows, chatbots and voice agents
The centre of it all: workflows on n8n, agents that answer in chat and on the phone, integrations between the systems you already use. One to three weeks.
Automation · Remote, EU
Repeated work never shows up in the accounts, and meanwhile it eats the days. A request copied into the system by hand, a quote rebuilt from the price list, a reminder somebody has to remember to send. I build the workflows that handle all of it instead of people, inside the tools the company already has. I work remotely, the price is agreed before we start, and the hours you get back are counted.
The right candidate for an automated workflow has three traits, and you spot it fast. It has rules you can write down in words. It repeats a few times a week. It runs through a tool that exposes its data. When the first is missing, you need a person to decide. When the second is missing, the game is not worth the time it takes to build.
The task that really weighs is almost never the one the team complains about. Meetings put the annoying thing under the spotlight. The real hours are taken by something so trivial that nobody names it any more. Open an attachment, look at a field, retype it somewhere else. That is why the first call is spent counting how many times things happen in a typical week, instead of collecting wishes. Business process automation starts from that count, not from a catalogue of tools.
Workflows lean on what is already in the house: the back office, email, shared spreadsheets, WhatsApp, the CRM. The same programs people open every morning. Changing platform is a big decision, with historical data, habits and training inside it, and it should be taken on its own merits. An automation that demands a migration first is asking the company to pay twice.
Where a clean hook exists, I use it. Where it does not, I build a dedicated bridge. Sometimes a small internal interface is needed too, for the part no off-the-shelf tool covers. The rule stays the same. First make the workflow work in the field, then discuss whether the rest is worth redoing.
Every automation I deliver comes with a check that raises a flag when something does not go through. Next to the check there is the fallback rule, which puts the work back in a person's hands with a note on what was missing. A process that fails silently for three weeks does more damage than it had saved. Winning back the team's trust after something like that costs far more than the workflow itself.
On delivery I hand over a map in plain English. What each workflow does, where it reads from, who it notifies, what happens if the tool downstream does not answer. The handover takes half an hour. From that moment the team knows where to put their hands even when I am not around. Automations that turn into black boxes are the first ones somebody switches off at the first doubt.
Automations do not live alone. They collect from somewhere, write somewhere else, and have to be explained to the people who use them. Here are the seven services that cover the full loop, and the role each one plays in the workflow.
The centre of it all: workflows on n8n, agents that answer in chat and on the phone, integrations between the systems you already use. One to three weeks.
A filled-in form has to land somewhere: pages and forms that write straight into the CRM, with nobody retyping by hand.
When the workflow hits a wall because the right tool does not exist, it gets built: internal dashboards, customer portals, tools for one department.
Orders, stock and invoicing talking to each other, plus competitor price monitoring and automatic cart recovery.
Publishing at a fixed pace instead of whenever there is time left: a pipeline of articles in the brand voice, on Google and inside AI answers.
A monthly content factory: carousels, edited reels, spots and ad creative, from a machine that does not depend on having a free afternoon.
The layer above the workflows: agents that hand work to each other, the company archive you can question out loud, the numbers gathered in one dashboard.
An Italian agency kept hosting, email marketing, CRM, calendars and social on separate platforms. The costs stacked up and the data did not talk. When something broke, support answered in another language, with half a day of time zone in between.
In their place there is now one platform carrying the agency's own brand. Pages and forms to acquire, sequences over email, WhatsApp and SMS to nurture, pipelines, payments and reviews to close. The automations are the backbone. A lead comes in, gets qualified by a bot, books an appointment on its own. The owner receives the numbers already added up.
The platform is live and you can look at it from outside: goflydash.com.
Three families of work, one person to talk to. I build it, no subcontracting.
From the one you repeat most, not the one that annoys you most. In the call we count how many times things happen in a typical week, and almost always the task that weighs is so boring that nobody brings it up in meetings any more.
Almost never. The workflows lean on what I find installed, from email to the back office to the shared spreadsheets. Replacing a platform is a big choice and should be made on its own merits, not because an automation needs it to run.
You notice before your customer does. Every step has a check that flags when something does not arrive, and the task goes back into a person's hands with a note on what was missing. A silent failure burns through three weeks of saved time.
It depends on the process, and we put the estimate in writing before anything is switched on. In the companies I work with the average recovery is seven hours a week spread across several people: rarely a whole day, almost always half an hour a day for quite a few.
You do not need a technician, you need someone who knows what is going on. On delivery I hand over a map written in plain English with no jargon, and half an hour of handover is enough: from then on the team knows where to look when an alert arrives.
Two items: the subscriptions the workflows run on, and the time of whoever maintains them. I estimate both in the report, before you decide, because a workflow that costs more than the hours it frees is spending dressed up as progress.
Tell me how it runs today, step by step. I will tell you whether a workflow covers it, with which tools, and what it costs to keep it switched on.
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