You shouldn't need a Fortune 500 budget to run a modern operation.
Large companies spend millions to make invoices route themselves, quotes build themselves, and exceptions surface before anyone notices. I spent fifteen years building that machinery inside one of them.
The same work runs a 120‑person distributor in Medley. It just runs by hand, on a Tuesday, through someone who has been there nine years. Almost nobody builds for that company. Tradewind Operations exists to.
Fixed price, not billable hours
The scope and the number are agreed before work starts. Nothing about our model rewards a longer engagement.
One process at a time
We do not run transformations. We take the single most expensive piece of manual work and finish it in 8–12 weeks.
We run what we build
Strategy and execution are the same engagement here. When something breaks after go‑live, it is ours to fix.
Find it
A diagnostic that ranks your manual work by what it costs per year.
Build it
One process, 8–12 weeks, fixed price set before the first day.
Run it
We monitor it, maintain it, and improve it while it runs.
Before anything replaces a person's work, it runs beside it. The agent and your team process the same live transactions in parallel, we compare them item by item, and nothing cuts over until the match rate holds and you sign off on it.
Savings figures on this site are ranges, not promises. The diagnostic replaces them with numbers taken from your own operation. And if your systems or processes aren't ready for this yet, I will tell you on the first call.
Dharam Sarvaiya
I look at a business the way an industrial engineer does: time the work, find where it stalls, take the waste out. Fifteen years of that inside the finance and procurement systems of a Fortune 500 — Oracle, Coupa, BlackLine. Purchase orders, invoices, supplier onboarding, month‑end close. I owned those systems through go‑live and was still accountable for them two years later.
I build what I sell. redline.best reviews engineering drawing sets for licensed engineers — over 12,400 analyzed, every finding carrying a citation and a reasoning trail the engineer can accept or reject. A second agent triages accounts‑payable exceptions: it classifies the problem, proposes a fix, and routes it. It recommends. It never pays. Every decision it makes leaves an audit note.