Your first 90 days with Signa

Start with a business priority

The first conversation is about the business, the team, and what is in the way. Where is revenue leaking? Where do people spend time on repeat work? Which problem is worth acting on now?

Bring the person who owns that work. A leader can describe the outcome. The people doing the task can show the exceptions, the tool limits, and the workarounds. A useful plan needs both.

Month one: understand and build

We follow the current process, check the tools and data, and agree the first priority. We define done before building: the result for the team, the review needed before release, and how we will see what changed.

The aim is one useful improvement. If a dependency blocks release, the month still ends with a clear diagnosis, finished preparation, and a specific next action. Not a discovery deck.

A test that changed the intake design

During a controlled sales-agent test, an intake card was confirmed while writes to the customer system were disabled. Its internal status was technically accurate, but it did not tell the salesperson that no lead or follow-up had been saved.

We changed the interface to distinguish a preview, a saved record, a requested follow-up, and a scheduled follow-up. The controlled path was then tested through record creation and an approval draft. The message still required its owner’s approval.

That sequence shapes the plan below: observe real work, build a limited path, fix what users can misread, verify the next step. The 90-day outline is our planning approach, not that project’s timeline or a claimed result.

Months two and three: learn from real use

Once people use the first release, we see what a demo hides: wrong outputs, repeat questions, time spent checking, the friction that remains. We improve it and help the team use it. Then we decide whether to extend it or move to a different priority. The best next move may be a connection, a website change, or a small repair, not another agent.

By month three the priority list reflects what the business has learned. Completed work, accepted releases, and measured outcomes stay separate, so nobody mistakes a launch for a result.

What we need from you

Not project management. One person who can set priorities, give access, answer business questions, and approve what needs your authority. Your team checks that the work fits real use. Agents handle most of the research, drafting, building, and testing. People direct and review.

This outline is a planning example, not a guaranteed schedule or a contract term. The written engagement sets those.