Axe Automation

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Chief Executive Officer

Scalepath

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Google

Product Marketing Manager

Procter & Gamble

Marketing Manager

CEO, Axe Automation — Helping companies scale by automating and systematizing their operations with custom Automations, Scripts and AI Models

If you want to build a business that can work without you, you are in the right place. 

Keep reading:

If...

- You feel stuck.
- Your agency is at full capacity
- You want to grow the business, but you don't know how.
- You work with high-ticket clients so it’s all pretty manual.
- Your staff makes mistakes and misses deadlines all the time.
- You do great work, but your client relationship deteriorates over time.
- You feel like the whole business is completely reliant on you to do everything.

I can help you.

I was like you a few years ago.

It's stressful.

Good news is, I got through the tough days before and ended up exiting the business for a $7m payout in 2021.

But before I tell you how automation can fix all your problems,

Here's who I am and why you should care

Ed here. I sold my business for $7 million in 2021.

After that, I decided to start an automation agency to help other businesses scale, as I did.

The same thing I did to scale and exit my business before will work for you now: AUTOMATION!

Here are 3 reasons why it can help you:

1) Automation can do things in 1-minute that would take a human hours.

Think about all those backend tasks your staff struggles with. They should all be automated.

Once you pull the trigger, the automation is working 24/7 and does the job perfectly every time.

2) You can have a fully automated system live in less than 2 weeks.

Just map out tasks and start building. You’ll see the benefits instantly. 

To do things manually, you have to spend hours per day getting updates from staff. Such a waste of time. 

What if you had a dashboard on your phone that gave you full visibility across all projects, without having to check in on staff?

3) Automation is the best investment you can make.

Suppose you can handle 30 clients a year.

Your client LTV is $20,000.

If you have ZERO systems in place right now...

An investment in some simple automations would increase your capacity by 10-30% in the next 2 weeks. 

You'll take on an extra $60,000 to $180,000 worth of clients as a result.

Sounds great, right? 

So, I will be your Chief Automation Officer! 

I will:

- Create a business capability map that outlines everything you do every day.
- Tell you which processes should be automated, and which ones shouldn't to make sure you can spend as much time as possible with clients.
- Build the automated system for you in the most efficient and cost-effective way possible.
- Monitor the system 24/7 and fix bugs without you having to ask.

Let's talk: https://calendly.com/edaxe/automation-call

Ed Axe

I advise and lead corporate governance and operations transformation programmes at large global firms.

My responsibilities include:
• Conducting comprehensive assessments of clients' status quo, challenges, needs, and goals.
• Developing strategic plans for improvement initiatives, aligning them with clients' vision and priorities.
• Building and maintaining strong relationships with key stakeholders at various levels of seniority.
• Managing ongoing corporate governance and transparency programmes to provide mechanisms for accountability and business performance improvement.
• Managing business operations units that provide integration between various back office operations and improve their efficiency.

Key Achievements:
•  Identified and mitigated a client’s legal risks from using an expensive core system outside its licensed purpose, advising senior management to replace offending processes and addressing conduct issues of personnel who had extended and covered up the unlicensed use.
•  Diagnosed and resolved severe faults in labour tracking processes that caused millions of dollars in cost misallocation and productivity measurement errors. Identified critical dependencies that had been eliminated in organisational restructures and caused erroneous data to cascade. Recommended alternatives for replacing the lost dependencies or overhauling the orphaned processes. Advised on how to estimate the existing data discrepancies.
• Identified and addressed significant productivity gaps, duplication and operational inefficiencies, including synergies available by eliminating duplication within project delivery teams and productivity improvements from more effective resource allocation. Steered the client towards a comprehensive reorganisation plan to improve operational effectiveness and deliver substantial cost savings.

Governance Director

Telstra

I led a governance and financial management framework in a division responsible for over $300m in annual costs, building and running multiple asset portfolios worth over $1bn.

Responsibilities included:
• Developing and implementing a financial management framework that increased transparency, accountability, and efficiency of IT spending and budgeting.
• Establishing and enforcing IT governance policies and standards that ensured compliance with company policies, strategy and best practices.
• Optimising IT productivity using data-driven methodologies to identify and resolve issues and gaps.
• Providing financial and management accounting support and advice to IT leaders and stakeholders, facilitating better informed planning and decision making.
• Driving a culture of continuous improvement and innovation within the team, fostering collaboration, learning, and feedback.

Key Achievements:
• Anticipated and resolved challenges in the initial phase of a major transformation programme involving offshore delivery, pro-actively calling out previously unknown dependencies and potential roadblocks, and engaging extensively with GMs and programme managers to find effective solutions with acceptable risk levels.
• Identified process inefficiency and ineffective allocation strategies, delivering significant improvements through automation of reporting and allocation functions, eliminating redundant processes and taking advantage of synergies to improve productivity.
• Improved Telstra’s negotiating position by consolidating governance of vendor relationships, enabling purchasing relationships to be managed and negotiated at a business unit level, rather than an individual project level.

Senior Manager, IT Finance and Governance

I led a small team of consultants supporting IT purchasing management functions for Telstra, ensuring optimal value and performance from IT vendors and suppliers.

My responsibilities included:
• Conducting market research and analysis to identify and evaluate IT vendors and suppliers.
• Preparing and issuing requests for quotations and purchase orders for IT services, in accordance with Telstra’s procurement policies and procedures.
• Negotiating and finalising statements of work with vendors and suppliers, ensuring compliance with Telstra’s commercial requirements and standards.
• Managing and monitoring agreements throughout their lifecycle, ensuring timely delivery, performance, and payment of IT services.
• Resolving any issues or disputes that arise between Telstra and IT vendors and suppliers, escalating them as needed.
• Reporting and presenting on IT agreement management activities and outcomes, providing insights and recommendations for improvement.

Key Achievements:
• Streamlined the calculation and processing of allocations, journals and accruals through automation and improved process efficiency, resulting in greater accuracy of information and reduction in processing times, improved capacity for storing and handling data, faster and better reporting capabilities, and improved relationships with key programme stakeholders.
• Improved the working relationship with key vendors by developing strong rapport, assisting with negotiating better prices and terms, and significantly reducing invoice disputes.
• Repaired a previously strained internal relationship with project analysts in Enterprise Services by improving transparency.
• Increased engagement and morale of team members by ensuring they understood how their work benefited the business, improving the effectiveness of the team’s contribution.

Commercial Lead, IT Procurement and Contract Management

I supported various clients in the manufacturing, retail, and distribution sectors with their logistics and supply chain needs.

My responsibilities for clients included:
• Coordinating and executing logistics and supply chain activities, such as purchasing, transportation, warehouse and distribution management, and inventory management.
• Ensuring compliance with logistics and supply chain policies, procedures, and regulations, such as safety, quality, and environmental standards.
• Monitoring performance, identifying and resolving issues and risks.
• Building and maintaining strong relationships with key stakeholders across the value chain, including suppliers, distributors, retailers, and customers.

As a business owner, I was also responsible for:
    • Risk management
    • Management accounting and business economics
    • Financial statements, business taxation, payroll, and withholding

Logistics and Supply Chain Specialist

Operational governance, transparency & accountability | HR, Finance, Procurement, IT | 20+ years solving corp challenges | Chief of Staff, Executive or Lead Advisor | Now available, permanent or contract, in UK & Ireland

I’m an experienced corporate governance and business operations leader who delivers operations transparency and governance for global firms, specialising in back office operations such as IT, finance, procurement, and HR.

I also advise on improvement initiatives to integrate these units better, which improves the experience for stakeholders.

I have a proven track record of delivering successful initiatives across international borders, and providing ongoing leadership. I lead entire improvement cycles – from discovery and advice to planning and delivery – and ensure that the solutions I provide are sustainable and scalable.

Some of my key achievements include:
• Developing and implementing a management accounting framework that increased transparency, accountability, and efficiency for an IT organisation responsible for over $300m in expenditure.
• Establishing and enforcing governance policies and standards that ensured compliance with company policies, strategies, and best practices. This impacted multiple asset portfolios valued at over $1bn.
• Optimising productivity and efficiency using data-driven tools and methodologies.
• Identifying and advising solutions for a range of IT, financial, and HR issues in a major corporate transformation programme at an FT Global 500 firm.
• Managing communication and building trust between departments with strained relationships.
• Offering the frank and fearless advice required for effective executive decision making.

I’m passionate about continuous improvement and innovation, and I’m always looking for new ways to add value. I drive a management culture that incentivises improvements in value and effectiveness. I also enjoy mentoring and coaching others, sharing my insights and best practices.

I am available for permanent executive or Chief of Staff opportunities and to lead consulting engagements in the UK, Ireland and EU/EEA. Location and travel are negotiable.

I am also available for offshore opportunities if travel requirements are reasonable, or if the position is remote.

If you’re looking for a trusted advisor who can improve your firm’s governance and transparency, or an executive focused on delivering a continuous improvement management culture that drives both value and results, reach out by DM.

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Ed Axe

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