Index
01 · The propositionP& · Elevated Editorial · 09 sections

Pow & Partners · United Kingdom and Ireland

Give your people
their week back.

The systems you already runAccountingCRMOrdersInventoryFulfilmentReporting

We help businesses connect their systems, remove repetitive work and recover valuable operating time.

See what changesStart a conversation
IMG 01

The people behind the processes

One professional absorbed in work in a contemporary operational environment. Eye level, 35mm, no eye contact with the camera.

Natural daylight, window side, no fill. Documentary, understated.4:5 · to be commissioned

02 · The problem

Nothing is broken.
Everything is separate.

Each system does its job. The cost sits in the handover between them, and it is paid in people’s attention rather than in licence fees, which is why it never appears on a budget line.

01

Someone keys the same order into three systems before lunch.

Re-keying

02

An invoice waits four days for a signed sheet to come back from a van.

Cash delay

03

Two people spend Friday reconciling a spreadsheet against the accounts.

Reconciliation

04

Nobody can say what this month looks like without opening five tabs.

No single view

05

The stock figure on the website is yesterday's, and everyone works around it.

Stale data

IMG 02

The reality of disconnected operations

Two colleagues reconciling information across screens, paperwork and a spreadsheet. Over the shoulder, both hands visible.

Overhead daylight, unstaged. Complexity without exaggerated frustration.3:2 · to be commissioned

The arithmetic

Move the figure to yours and see the year.

12h
60%

46 working weeks a year, a 7.5 hour day. The share that could run without a person is yours to move: it is an illustration, not a forecast.

Hours a year

552

Working days a year

74

Days that could come back

44

Illustrative. The audit measures your real figure before anything is built, which is why it is chargeable.

Most of this is visible in an hour with the people doing the work.

Start a conversation

03 · What changes

Connect. Unify. Automate.

We start with the systems you already run. Replacement is a last resort, not an opening position. The work is in the space between them, which is exactly where nobody has ever been accountable.

Fig. 01 · Six systems, before and after

What you already run

One layer

One connection per system. One record they all agree with.

Illustrative · your systems, named in the audit

What the figure shows

Connected: each of the six systems holds one connection, to a single layer that keeps one shared record.

  • Accounting: Invoices, credit control and the month to date.
  • CRM: Customers, contracts and what was promised.
  • Orders: What was bought, at what price, on what terms.
  • Inventory: What is actually on the shelf, now.
  • Fulfilment: Jobs done, signatures, proof of delivery.
  • Reporting: The numbers the business is run on.
01

Connect

One connection per system, built to the interface the vendor publishes, monitored once it is live.
02

Unify

Customers, orders, stock and jobs agree with each other, so a number only has to be looked up once.
03

Automate

The repeated steps run on their own. Your people keep the judgement and lose the keying.

What you could reasonably expect

Capacity, rather than a saving.

  • Less repetitive administration
  • Fewer manual handoffs
  • Better operational visibility
  • More reliable information
  • Faster processes
  • More capacity without proportionally more headcount

Stated as direction, not as a figure. The size of each one is what the audit measures, and what Measure checks afterwards.

IMG 03

What recovered time looks like

An owner or operations manager working with their team rather than keying. Mid-conversation, standing, papers set aside.

Daylight, open room. Capacity, clarity and progress, not celebration.16:9 · to be commissioned

04 · Our solutions

Built inside the sector,
not for it.

Atelier and Nexus were developed and proved within operating businesses connected to P& partners. They are not independent client references. Blueprint remains in development and its capabilities are described as proposed.

IMG 04

Jewellery and specialist retail

A jeweller at a contemporary bench or in a premium workshop. Craft in the foreground, the operational reality of the business behind it. Portrait, shot close enough to see the hands working. No product branding in frame.

Raking side light, shallow depth, warm neutral grade.4:5 · to be commissioned

The data model

  • Carat
  • Cut
  • Clarity
  • Hallmark
  • Provenance
IMG 11

The consultation, not the product

A premium showroom or consultation table, two people either side of it, a tray or a tablet between them. Shot wide enough to show the room. Natural human presence, no eye contact with the camera.

Window light across the table, warm neutral grade, shallow depth.3:2 · to be commissioned

Solution 01 · Jewellery and bridal

Atelier

01 · The problem

Stock, repairs, valuations and appointments live in four places, and the website disagrees with all of them.

02 · What we build

One record for the piece. The configurator, the jewellery data model, appointments, the client book and the repairs and valuations workflow all read from it and write back to it.

03 · What changes

Counter staff answer a question once instead of checking three systems. A valuation is issued from the record rather than rebuilt from memory, and the website shows what is actually in the case.

04 · Why it is worth it

Specialist retail sells on knowledge. Time spent reconciling systems is time not spent with a customer who is spending four figures.

Proved in live trading

What it covers

  • Product configurator: metals, stones, settings, engraving
  • A jewellery data model: carat, cut, clarity, hallmark, provenance
  • Appointments and consultation types
  • Clienteling: client book, wish lists, occasion reminders
  • Repairs and valuations workflow
  • Premium storefront architecture

Solution 02 · Field services, delivery and route operations

Nexus

Proved in live trading

IMG 05

Connected operations

A real logistics, field service or delivery environment. People coordinating work, a device in hand, a vehicle or loading bay in frame.

First light or late afternoon, available light only.16:9 · to be commissioned

How the work moves

PLANDISPATCHDELIVERPROVEBILLNEXUS ROUTES · THE PLANNED DAYWHAT ACTUALLY HAPPENED, BACK INTO NEXT WEEK’S PLANFIG. N1 · OPERATIONS AS A LOOP, NOT A LINEPROOF IS CAPTURED WHERE THE WORK HAPPENSFIG. N1 · OPERATIONS AS A LOOPPLANDISPATCHDELIVERPROVEBILLNEXUS ROUTES · THE PLANNED DAYBACK INTO NEXT WEEK’S PLANPROOF IS CAPTURED WHERE THE WORK HAPPENS
01 · The problem

Work leaves on a van and comes back on paper, so the invoice is always a week behind the job.

02 · What we build

A connected operation. Customers and contracts, planning and dispatch, a driver workflow that captures proof where the work happens, and billing that reads from the same record. Nexus Routes is the route planning and delivery product within that scope, not the whole of it.

03 · What changes

Proof arrives with the job rather than after it. Billing runs from completed work instead of from a backlog of paperwork, and what actually happened on the road feeds the next plan.

04 · Why it is worth it

Every day between the work and the invoice is a day of someone else’s cash. Shortening it is usually the cheapest working capital improvement an operator can make.

NXS 01 · Nexus · product evidence

Verified Nexus Routes product screenshots and logo. No Nexus Routes asset exists in this workspace and none has been supplied. The slot is held open and labelled; nothing has been drawn, recoloured or reconstructed.

What it covers

  • Customers and contracts, sites, subscriptions, self-serve portal
  • Route and delivery planning, driver mobile workflow, proof of delivery
  • Assets and service: register, scheduling, compliance cycles
  • Billing and finance: recurring invoicing, credit control, dunning
  • Operational analytics and customer health
  • Automated customer communications
DWG · Solution 03Construction subcontractorsStatus · proposed

Solution 03 · Construction subcontractors

Blueprint

In development, capabilities proposed

LABOUR AND SITE TIMEMATERIALS AND PLANTVARIATIONSVALUATIONWITH EVIDENCESOURCE RECORDS ×3DWG 01REV ABLUEPRINTPROPOSEDFIG. B1 · THE CONTRACT, AS A DRAWINGIN DEVELOPMENT · NOT YET BUILTFIG. B1 · THE CONTRACT, AS A DRAWINGLABOUR AND SITE TIMEMATERIALS AND PLANTVARIATIONSVALUATIONWITH EVIDENCEDWG 01REV ABLUEPRINTPROPOSEDIN DEVELOPMENT · NOT YET BUILT
AThe problem

Site hours, materials and variations recorded three times, and a valuation nobody can evidence.

BWhat we build

Proposed. Capture on site, against the job and against the drawing revision, so labour, materials, plant and variations accumulate into the application instead of being reconstructed for it.

CWhat changes

Proposed. The application is assembled from the record. A disputed variation is answered with the ticket that was signed at the time, by the person who signed it.

DWhy it is worth it

Proposed. Unevidenced variations get written off. The case for Blueprint is the value of the ones currently being lost, and it should be tested against your figures rather than ours.

IMG 06

Construction and subcontracting

A construction professional reviewing drawings, materials or site documentation. Organisation and accountability, not hard-hat cliché.

Site cabin or site edge, daylight, cool neutral grade.16:9 · to be commissioned

IMG 12

The site the records come from

A contemporary site in working order. Structure, materials and organisation legible. Shot from a distance that shows the scale of the job rather than a face.

Overcast or early light, cool neutral grade. No hard-hat portraiture.16:9 · to be commissioned

What it covers

  • Site time and labour capture
  • Materials and plant against the job
  • Variations recorded where they happen
  • Valuations with the evidence attached
  • Subcontractor applications and payment
  • A single view of the contract
Capabilities proposed, not releasedDrawing language used as an editorial device

If one of these looks like your business, that is the quickest way in.

Tell us which one

05 · The P& difference

We do not build business cases on redundancies.

Every automation vendor implies headcount reduction, and most buyers hear it whether or not it is said. We would rather say the opposite plainly, once, and be held to it.

Commitment 01

We start with the systems you already run. Replacement is a last resort, not an opening position.

Commitment 02

We measure the hours returned, and we do not build business cases on redundancies.

Commitment 03

Our prices are published.

04 to 06

Commitments 04, 05 and 06 from the approved brief drop in here, one line each

06 · Our approach

It starts by counting,
not by selling.

The audit is chargeable at £3,500 because the finding has value whether or not you go on with us. Whether it is credited against implementation has not been settled, and the page will say so until it is.

IMG 07

Working together

A natural working session, two or three people around a printed process or a wall. Shot from behind or to the side. Not a boardroom.

Available light, warehouse or office interior.3:2 · to be commissioned

Stage 01

Before anything is built

Discover and audit

We sit with the people doing the work and count where the hours actually go. The finding stands on its own, and you keep it either way.
Stage 02

First weeks

Connect

The first connections go in, usually the two that hurt most, built to the interfaces your vendors publish.
Stage 03

Then

Unify

One record, agreed across systems, so reporting stops being an argument about whose number is right.
Stage 04

Against the baselineWhere the promise is tested

Measure

Hours returned, counted against the baseline taken in the audit. This is the stage that decides whether any of it was worth doing, which is why it is a stage rather than a report.
Stage 05

Every month it runs

Improve

The subscription pays for the next improvement. The work does not stop at go-live, because the operation does not either.

Week numbers are indicative. What moves a timeline is whether your systems publish an interface, how clean the data is, how much access we get to the people who do the work, and how quickly your own suppliers answer.

The audit is the first step, and the only one you pay for before you know anything.

Ask about the audit

07 · Commercial transparency

The prices are
on the website.

All prices exclude VAT. Implementation is charged separately from the subscription and is not included in it. Annual billing is twelve months for the price of 10.

Tier 01 · Essential

£295

a month, or £2,950 a year
Saving £590

One site, a handful of systems, a small office team.

Implementation, one off£4,500

Tier 02 · Standard

£595

a month, or £5,950 a year
Saving £1,190

A growing operation with a fleet, a warehouse or both.

Implementation, one off£8,500

Tier 03 · Pro

£1,150

a month, or £11,500 a year
Saving £2,300

Several sites, fleets or trading entities under one group.

Implementation, one off£12,500

The audit, £3,500

Paid up front. You keep the finding whether or not we build anything: it names the systems, the handovers and the hours.

Not yet decidedWhether the audit fee is credited against implementation is not yet decided.

Implementation

A separate one-off fee, quoted per tier and charged alongside the subscription rather than inside it. Half on signature, half at go-live.

The subscription

Starts at go-live, not before. It covers monitoring, support and the next improvement, every month it runs. Billed monthly, or annually at ten months’ equivalent.

Not sure which tier. Tell us the systems and we will say which one fits.

Ask about pricing

08 · About P&

We built these inside
businesses we had to run.

Three founding partners, three sectors, and the same habit in each of them. Build the thing, run it on Monday morning, then find out what it is actually worth.

IMG 08

Founder portrait

At work, not against a backdrop. Three quarter, hands in frame where natural.

Natural light, no studio. Genuine founder photography only.4:5 · to be commissioned

Jamie Pow

Founder · Commerce

Leads the group, the commerce practice and the technology direction.

IMG 09

Founder portrait

At work, not against a backdrop. Three quarter, hands in frame where natural.

Natural light, no studio. Genuine founder photography only.4:5 · to be commissioned

Taylor Sullivan

Partner · Jewellery and bridal

Owns the trading business Atelier was built inside, and corrected by.

IMG 10

Founder portrait

At work, not against a backdrop. Three quarter, hands in frame where natural.

Natural light, no studio. Genuine founder photography only.4:5 · to be commissioned

Jack surname

Partner · Field and route operations

Runs the operation Nexus was specified by, and fixed in, on live routes.

01

You keep the finding

The audit is a document you own, whether or not you go on with us. It names the systems, the handovers and the hours.
02

We work to published interfaces

Connections are built to what your vendors publish, so nothing we build depends on a private arrangement we cannot support.
03

The baseline is written down first

Measure is a stage, not a report at the end. The number it is measured against is agreed before anything is built.

The wider group

P& builds what comes next. Systems integration is how we start with most clients, and it is not the limit of what the group does. We develop software products, build commerce and operating platforms, and take ownership positions in the businesses we help to build. Integration is the first proposition, not the ceiling.

09 · Start a conversation

Tell us where the week goes.

An hour with the people doing the work is usually enough to see where it is going. If it is not worth fixing, we will say so.

Start a conversationSee the pricing first

United Kingdom and Ireland