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Process mapping
We trace how work actually moves through your organisation, not how the org chart says it should. The gap between those two things is usually where the problem lives.
Clear thinking. Fewer moving parts.
The Work That Happens Before the Work
WavePulseFlowPath helps organisations untangle process bottlenecks and decision loops before they become structural problems. No frameworks sold separately.
How this started
The Work That Happens Before the Work
Daniel Marsh spent eleven years inside organisations before he started working outside them. The last role was head of operations at a mid-size logistics firm in the Pacific Northwest, where he spent two years trying to fix a handoff problem between dispatch and billing that everyone agreed was broken and nobody could agree how to fix. The answer, when it finally came, was not a new software tool. It was a single decision about who owned the exception cases. That experience is the reason WavePulseFlowPath exists.
The consultancy opened in 2019, initially as a one-person practice taking on short diagnostic engagements for companies in the $5M to $50M revenue range. The first client was a building materials distributor in Tacoma whose sales team and warehouse team had been working from two different versions of the same order spreadsheet for three years. Fixing it took four weeks. The lesson from that project, which Daniel still talks about, is that the technical fix is almost never the hard part. Getting people to agree on what the problem actually is takes most of the time.
The technical fix is almost never the hard part.
"We had talked about fixing our approval process for two years. Daniel mapped it, showed us exactly where it was breaking, and we had a working version running within six weeks. It held."
— Rachel Okonkwo
Our products
What we actually do
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Decision architecture
Who decides what, and when? Most teams slow down not because people are slow, but because accountability is blurry. We draw the lines clearly.
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Implementation support
We stay through the first 90 days of any change we recommend. Advice without follow-through is just a document nobody reads.
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Diagnostic workshops
A single focused day with the right people in the room. We come prepared, we ask the uncomfortable questions, and we leave you with a written summary by the following Monday.
7
Years in practice
5Days
Max wait for written findings
4-6
Active clients at any time
News & Announcements
News & Announcements
2025-08-27
How to run a handoff audit without a consultant in the room
Somewhere between the product team's last stand-up and the client's first support ticket, something slips. It rarely announces itself. It arrives instead as a delayed launch, a miscommunicated brief, a relationship that quietly cools. The handoff — that moment when responsibility moves from one person, team, or function to another — is among the most underexamined seams in organisational life, and also among the most consequential. Most mid-size organisations assume their handoffs are functioning well because no one has formally complained. What the following audit process suggests is that silence is not the same as health. This guide walks through a structured, internally led review that identifies the three most common failure points in handoff sequences, using nothing more than a handful of honest conversations and a single shared document that anyone on the team can maintain.
Read more →2025-04-26
What BPMN notation actually is and why your team should be able to read it
There is a particular kind of meeting — late morning, a projector humming, a diagram filling the screen — whe…
2025-09-24
The difference between a process problem and a people problem
There is a particular kind of Monday-morning meeting that most organisations know well. Someone is late with …
Who
Who you are buying from
Founder, Established since 2019
Daniel Marsh
Daniel Marsh spent eleven years in operational roles before founding WavePulseFlowPath in 2019. His last in-house position was head of operations at a logistics firm in the Pacific Northwest, where he led a two-year effort to resolve a structural handoff failure between dispatch and billing. He trained in systems thinking at the Santa Fe Institute's executive programme in 2016 and holds a degree in industrial engineering from Oregon State. Outside work, he runs a weekly trail run group in the hills east of Portland and keeps a small vegetable plot that, by his own admission, produces more courgettes than any household needs. He writes most of the articles on this site himself, usually on Friday mornings before the week's calls begin.
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