A private equity-backed roll-up had completed its acquisitions but had no operational visibility into what its 500 employees were actually doing.
Legacy systems across portfolio companies didn't talk to each other. Quarterly reporting was delayed. And buried beneath the surface, 40 percent of the work being performed was redundant, duplicated across teams that didn't know each other existed. Integration planning was built on org charts and assumptions, not observable reality.
Marble deployed its proprietary process intelligence platform across a 50-person pilot team at a PE-backed roll-up, using lightweight screen and keystroke capture, with PII redacted on-premises on the client's AWS infrastructure, to generate structured process models and living SOPs that revealed how work actually happened across acquired organizations.
Process mapping revealed that 40% of work being performed across the roll-up was redundant, duplicated by teams operating in silos with no visibility into each other's work.
Post-acquisition integration timelines shortened by 80%, driven by having actual process maps rather than relying on org charts and interviews.
200 to 250 hours of employee time were recovered monthly through redundancy elimination and process standardization, before any formal automation was built.
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