inHaus & Co.

WORK

What I built,
and who runs it now.

No client names on this page. I name the kind of business and the role that owns each system now. Every number is either measured or marked as my estimate.

MARKETING AND CONTENT

Writing and publishing work that used to depend on the owner.

An e-commerce retailer: the owner's marketing

Runs it now. The marketing assistant runs it on the first of the month and schedules everything. The owner opens the schedule and approves each post or leaves a note.

What I built. A monthly content playbook and a writing assistant that carries the brand's voice, its trademark rules and the format each platform needs. Thirty days of captions come out of one run.

What changed. Her part is about 30 minutes a month, by my estimate. Posting went from whenever she found time to three to five times a week.

What it looked like before

The owner wrote, rewrote and designed every post, newsletter and caption herself. By my estimate, about 20 hours a month.

An e-commerce retailer: product pages and site writing

Runs it now. A team member runs the product descriptions. Three or four people use the writers, the owner among them.

What I built. A product description system: one product name in, a finished page out, with a size chart, an FAQ, the meta description, the alt text and links to related guides. Then a set of writers for blog posts, category pages and page guides that share one voice and one design.

What changed. A full description takes about five seconds. In one batch, 500 new products were done in about two hours. Posts written by four different people read as if one person wrote them.

What it looked like before

A catalog of about 5,500 products where most descriptions were three generic sentences or nothing, and meta descriptions and image alt text were blank across the site. Blog posts were short tips written when someone had a minute.

OPERATIONS AND OWNERSHIP

Recurring processes given a documented system and one named owner.

A marketing agency: its weekly podcast

Runs it now. A team member at the agency, since I handed it over.

What I built. A documented system that takes the transcript and the episode title and returns the whole package, with install steps, a troubleshooting guide and a defined point where someone escalates.

What changed. A full episode takes about an hour and a half.

What it looked like before

Every episode needed a package: show notes for three platforms, social captions, search fields and image details, all written from the transcript. The tool that helped lived in a departing employee's personal account. A full episode took three to four hours.

A marketing agency: a process with no owner

Runs it now. The owner I named, with a second person posting.

What I built. One owner, one interviewer, a shadow-then-hand-off training path, and a rule that two named people approve any addition.

What changed. The failure behind the double-booking cannot happen the same way again. There is no number here, because nobody measured the before.

What it looked like before

A recurring video process was split between two people with no agreed format. One role kept double-booking the calendar, and the interview roster had a name nobody could trace.

A printed runbook open on a dark wood desk beside a pen.

HOW THE WORK MOVES

From the owner's desk to a named owner.

From the owner's desk, through seven steps, to a named ownerTHE OWNER'S DESK01 THE SCOPE02 THE BUILD03 THE GOVERNANCE MINIMUM04 THE HANDOFF05 THE HANDOFF TEST06 THE WARRANTY07 THE RESULTS MEMOA NAMED OWNER

WHAT YOU RECEIVE

Three documents, in this format.

These show the shape of each document. Yours are filled in for your workflow.

Workflow specSample format
  • Trigger
  • Inputs
  • Outputs
  • Review point
  • Baseline
  • Definition of working
RunbookSample format
  • What it does
  • How to tell it is broken
  • Who owns it
  • How to switch it off
Results memoSample format
  • Baseline
  • The handoff test date
  • What changed

EVERYTHING ELSE

Everything else I have built

MARKETING AND CONTENT

  • A repeatable search format for 135 color category pages, each checked against what is in stock.
  • An audit of 414 old blog posts: 156 to archive, 258 to review, and a cleanup guide for the person doing it.
  • A four-list email system with reusable templates and a tracker.

OPERATIONS AND OWNERSHIP

  • Meeting transcripts turned into assigned task lists and loaded straight into reminders.
  • A calendar, inbox and task-intake rebuild for a team member who could not find time to do her own work.
  • An 18-month meeting calendar for a 33-person team across two companies, every date checked before leadership saw it.
  • A rotating monthly planning cadence that keeps a marketing team two to three months ahead.
  • A rebuilt weekly leadership meeting agenda that tracks quarterly priorities and to-dos in one place.

DOCUMENTATION AND KNOWLEDGE

  • Workflow SOPs, a 13-section playbook for a role shared by two companies, job descriptions, and a 33-person directory built so AI tools can read it.
  • A sales and delivery process for a training workshop: a six-step booking flow, named owners and approved emails.

ROLLING AI OUT TO A TEAM

  • Shared AI workspaces for marketing, products and the website, with a team guide and a getting-started walkthrough each person followed.
  • A knowledge base structure for 20 years of company knowledge, with a confidence rating and a verified date on every entry.
  • My own business: the Bottleneck Test, the booking and follow-up behind it, and the assistants I run my week on. The same methods, used on my own desk first.

NO NAMES

Why are there no names?

The companies I work with did not hire me to appear in my marketing.

inHaus is new. The pattern behind it isn't.

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