Let me ask you something: Have you ever paid a consulting firm tens of thousands of dollars, sat through weeks of interviews and workshops, received a beautiful 150-slide PowerPoint deck… and then watched it collect dust on your digital shelf?

If you're nodding your head, you're not alone. I've seen it happen countless times, and frankly, it's precisely why we built The Agency Auditor differently.

The traditional consulting model is fundamentally broken for modern marketing operations. While the global management consulting industry is projected to reach $1.06 trillion in 2025 (Research and Markets), there's a dirty secret nobody talks about: most consulting recommendations never get implemented. The gap between diagnosis and execution has become a chasm that swallows budgets, time, and opportunity.

Here's what I've learned after years in this space: brands don't need another theoretical framework or a strategic roadmap that requires a PhD to interpret. You need operational clarity. You need to know what's actually working in your marketing, sales, and customer experience operations, and what's quietly bleeding your resources; so you can make better decisions fast.

That's the fundamental difference between The Agency Auditor and traditional consultants. We're not here to impress you with complexity. We're here to give you operational intelligence that drives results.

The Traditional Consulting Model: Why It Falls Short for Modern Brands

Before I tell you what makes us different, let me be clear about what we're up against.

Traditional consulting has its place. And, I'm not here to bash the entire industry. But when it comes to operational auditing for marketing, sales, and CX, the conventional approach has some serious limitations.

1. The PowerPoint Problem: Beautiful Decks, Limited Action

I call it the "consultant special": weeks of discovery, countless interviews, and a final presentation that's more art than actionable intelligence. You've seen these decks. They're visually stunning, filled with industry frameworks, competitive analyses, and strategic recommendations that sound impressive in the boardroom.

But here's the issue. When Monday morning rolls around and your team asks "Okay, what do we actually do?"; the answers are frustratingly vague. "Align your go-to-market strategy with customer-centric principles." Great. But HOW? What specific process is broken? Which technology isn't configured correctly? Where exactly is the bottleneck in your funnel?

The deliverable becomes documentation of problems you already suspected, not a prescription for fixing them. And that's assuming you can even translate consultant-speak into actionable tasks for your team.

2. Time and Resource Drain: The Multi-Month Engagement Trap

Traditional consulting engagements operate on timelines that make glaciers look speedy. A typical strategy consulting project can take 3-6 months from kick-off to final recommendations. During that time:

• Your team is pulled into endless workshops and interviews
• Key decision-makers are distracted from day-to-day operations
• Market conditions change, making initial findings obsolete
• Competitors move while you're still in "discovery"
• Your team experiences "analysis fatigue" before implementation even begins

And let's talk about the financial reality. Entry-level consultants at major firms now command base salaries between $135,000 and $140,000, and those costs get passed directly to you with markup. You're paying premium rates for junior talent learning on your dime, supervised by partners who bill even higher rates for limited face time.

I'm not saying expertise shouldn't cost money (it absolutely should). But when the ROI calculation becomes fuzzy because implementation is unclear, you're left wondering what you actually paid for.

3. The Generalist Approach: Missing the Operational Forest for the Strategic Trees

Here's where things get interesting. Most traditional consultants come from a strategy background. They're brilliant at market analysis, competitive positioning, and organizational design. But operational auditing? That requires a different lens entirely.

When I audit a client's operations, I'm not looking at your five-year vision (though that matters). I'm examining:

• Why your marketing attribution is showing $0 pipeline contribution when you know leads are converting
• How your sales and marketing handoff is creating a 32% leak in your funnel
• Where your customer service data isn't feeding back into your marketing segmentation
• Why you're paying for 17 martech tools but only using core features in 4 of them

This is systems thinking, not strategic planning. It requires understanding the technical interconnections between marketing automation, CRM, analytics platforms, and customer data infrastructure. It demands knowledge of how processes break down across departmental handoffs.

Most strategy consultants simply aren't trained to spot these operational gaps. They're looking at the 30,000-foot view when the problems are happening at ground level.

4. The Implementation Gap: Where Consulting Recommendations Go to Die

Research indicates that 90% of organizations struggle to measure strategy execution effectiveness accurately (Clear Point Strategy). But I'd argue the problem is even more fundamental: most consulting recommendations were never designed to be implemented in the first place.

Think about it. Traditional consultants are incentivized to:

1. Identify complex, systemic problems (justifies the fee)
2. Recommend transformational changes (sounds impressive)
3. Leave the implementation details vague (not their problem)

The result? You get recommendations like "create a unified customer data platform" without:

• Specific technology requirements
• Integration mapping with existing systems
• Change management protocols for your teams
• Phased rollout timelines with quick wins identified
• Resource allocation and ownership assignments

It's the consulting equivalent of a doctor diagnosing your problem, prescribing treatment, and then saying "good luck figuring out the dosage and when to take it."

And here's the kicker: businesses may lose up to 20% of revenue and incur 20-30% of operating expenses due to bad data and operational inefficiencies (how to achieve operational excellence?). Every day you spend trying to decode vague recommendations is another day those operational problems cost you money.

The Agency Auditor Philosophy: Operational Audits That Drive Decisions

So what's the alternative? At The Agency Auditor, we've built our entire approach around one core principle: operational audits should enable better decisions, not create more confusion.

What Is an Operational Audit (And Why It Matters)?

Let me clarify what I mean by operational audit, because it's not the same as a marketing audit or strategy review.

An operational audit is a systematic examination of how your marketing, sales, and customer experience systems actually function day-to-day. It's focused on:

• Process efficiency: Where are bottlenecks slowing down your team?
• System performance: Are your tools doing what they're supposed to do?
• Data integrity: Can you trust the numbers you're using to make decisions?
• Cross-functional alignment: Where do handoffs break down between departments?
• Resource utilization: Are you getting ROI from your technology and team investments?

This isn't about your brand positioning or competitive strategy (though we certainly consider those contexts). This is about the operational health of your revenue engine.

Think of it like the difference between a business consultant telling you to "improve customer satisfaction" versus a mechanic showing you exactly which part is malfunctioning, why it's causing problems, and what it'll take to fix it. Same destination, completely different approach.

The Cross-Functional Advantage: Why Marketing Can't Be Audited in Isolation

Here's something that drives me crazy about traditional marketing audits: they treat marketing like it exists in a vacuum.

But your marketing operations don't end when a lead is generated. They extend through:

• Sales follow-up: How quickly are leads contacted? What's the conversion rate at each stage?
• Customer onboarding: Does the experience match the promises marketing made?
• Support interactions: Are customer questions revealing messaging problems?
• Renewal or repeat purchase: Is marketing supporting retention, or just acquisition?

When I conduct an operational audit, I'm examining the entire customer journey and how your operations support (or sabotage) each stage. Because here's the truth: your best marketing strategy will fail if sales isn't aligned. Your sales process will leak if CX isn't delivering on the brand promise. And your CX team is fighting with one hand tied if marketing isn't setting proper expectations.

This cross-functional view reveals problems that siloed audits miss entirely. For example, I recently worked with a B2B SaaS client who thought their marketing attribution was broken. Traditional auditors focused on their marketing automation setup.

But when I examined the full operational picture, the real problem was in how sales was logging activities in the CRM, which was creating data gaps that made accurate attribution impossible.

Fix marketing attribution alone? You'd still have broken data. Fix the CRM process discipline and data governance across sales and marketing? Now you've solved the actual problem.

Decision-Enabling, Not Just Data-Dumping

Here's my philosophy in a nutshell: every finding in an operational audit should lead to a specific, actionable decision.

Not "consider optimizing your email nurture sequences."

Instead:

"Your email nurture sequences have a 12% open rate, 47% below industry benchmark for your sector. Root cause analysis shows three problems: 1) sending from a no-reply address (reduce by 30%), 2) subject lines averaging 68 characters (optimal is 40-50), and 3) sending all campaigns between 9-10am EST when your audience engagement peaks at 2-4pm EST based on historical data. Recommended actions: A) Change sender to your CMO's name and corporate domain (2-hour implementation), B) A/B test subject lines under 50 characters for next 3 campaigns (ongoing), C) Shift send time to 2pm EST for EMEA audiences and 3pm EST for Americas (immediate change, monitor for 2 weeks). Expected impact: 8-12% open rate increase, 4-6% clickthrough improvement, potential 15-20% lift in SQL generation from email channel."

See the difference? You know exactly what's wrong, why it matters, what to do about it, who should own it, and what success looks like. That's decision-enabling intelligence.

Every operational audit I deliver follows this principle. You don't get findings without fixes. You don't get problems without prioritization. You don't get recommendations without resource requirements.

Must Read: How we work on operational audits?

Key Differentiators: How The Agency Auditor Stands Apart from Traditional Consultants

Now let me get specific about what makes our operational auditing approach fundamentally different from traditional consulting.

These aren't just marketing talking points; they're operational principles that shape every engagement.

1. Speed & Efficiency: Weeks, Not Months

Time is your most valuable resource, and traditional consulting treats it like it's infinite.

Here's our approach: most operational audits we conduct take 2-4 weeks from kickoff to final deliverables. Not 3-6 months. Not "phase one discovery" followed by "phase two analysis" followed by "phase three recommendations."

Why can we move this fast?

1.1 First, we use rapid assessment frameworks. I've conducted enough operational audits to know where to look for common problems. Instead of starting from scratch every time, we have structured diagnostic protocols that identify operational gaps quickly.

1.2 Second, we leverage existing data. You're already sitting on mountains of operational data in your CRM, marketing automation, analytics, and support platforms. We don't need to conduct 40 stakeholder interviews to discover what your systems are already telling us. We extract, analyze, and synthesize that data rapidly.

1.3 Third, we're focused. We're not trying to redesign your entire business strategy. We're examining specific operational questions: What's working? What's not? Why? What should you do about it?

This doesn't mean we're superficial or rush through analysis. It means we're efficient. We respect your time and your budget.

Compare this to traditional consulting: by the time they finish their discovery phase, we've already delivered findings and you're implementing changes. While they're scheduling the next round of workshops, you're seeing results.

2. Actionable Recommendations: Specific, Not Strategic Hand-Waving

I mentioned this earlier, but it deserves its own section because it's probably the biggest differentiator.

Every recommendation we make includes:

2.1 Tactical specificity: Not "improve your lead scoring model" but "adjust your lead scoring to weight intent signals (demo request, pricing page visits) at 40 points each instead of the current 10, and reduce firmographic scoring weight from 30 points to 15 points for job title matches, based on conversion analysis showing intent behaviors are 3.2x more predictive of sales-qualified status."

2.2 Prioritization framework: We map every recommendation against two dimensions: implementation effort and expected impact. You get a clear picture of:

• Quick wins: High impact, low effort (do these immediately)
• Strategic initiatives: High impact, high effort (plan and resource these)
• Efficiency improvements: Low impact, low effort (delegate or batch these)
• Deprioritize: Low impact, high effort (skip these for now)

2.3 Resource requirements: You know exactly what each recommendation needs:

• Technical implementation time (hours or days)
• Team members required and their roles
• Budget implications (if any)
• External dependencies or vendor requirements
• Timeline from decision to completion

2.4 Clear ownership: Who's responsible? Is this a marketing ops task? Does it require sales enablement? Do you need to loop in CX? We tell you.

2.5 Success metrics: How will you know if it worked? What should you measure? What's a realistic improvement target? What timeframe should you measure against?

This level of specificity transforms recommendations from theoretical suggestions into project plans. Your team doesn't need to interpret anything, they can start executing immediately.

3. Systems-Thinking: Auditing the Interconnections

Remember earlier when I talked about cross-functional auditing? This is where it gets operationalized.

I don't just audit your marketing operations OR your sales operations OR your customer experience operations. I audit the systems between them—the handoffs, data flows, process dependencies, and feedback loops that either amplify success or magnify failure.

Here's what this looks like in practice:

3.1 Funnel continuity analysis: I trace a lead from first touch through customer conversion, examining:

• Where does marketing's visibility end and sales' begins?
• How is lead intelligence transferred between systems?
• What context gets lost in the handoff?
• Where do leads fall through the cracks?
• How does post-sale behavior feed back to marketing segmentation?

3.2 Data flow mapping: Your technology stack should work together, but often:

• Marketing automation and CRM aren't syncing properly
• Analytics platforms have different conversion definitions
• Support tickets aren't tagged for marketing insights
• Product usage data isn't accessible to customer marketing

I map these disconnects and show you exactly how they're impacting your operations.

3.3 Process dependency identification: When marketing launches a campaign, what else has to happen?

• Does sales need new enablement materials?
• Should support expect specific customer questions?
• Do you need different onboarding sequences for different campaign audiences?
• Is your attribution model set up to track this channel?

These dependencies often break down in siloes. Systems thinking reveals them before they become problems.

4. Data-Driven Diagnostics: Beyond Gut Feel

Look, intuition has its place. If you've been in marketing for years, you've developed instincts about what works. I respect that.

But operational auditing can't rely on gut feel alone. You need data to understand what's actually happening versus what you think is happening.

Our diagnostic process combines:

4.1 Quantitative performance analysis: We extract hard numbers from your systems:

• Conversion rates at every funnel stage
• Channel performance and attribution analysis
• Campaign ROI calculations
• Lead velocity and sales cycle metrics
• Customer acquisition costs and lifetime value
• Technology utilization rates and engagement metrics

4.2 Qualitative insight gathering: We also capture context that numbers miss:

• Where do teams experience friction in processes?
• What workarounds have people created (sign of broken systems)?
• What data do decision-makers wish they had but don't?
• Where is tribal knowledge filling gaps that systems should handle?

4.3 Technology stack auditing: You're probably overpaying for underutilized tools:

• Which platforms are actually being used to potential?
• Where is functionality duplicated across tools?
• What integration gaps exist?
• Are you missing capabilities you're already paying for?
• What's your tech ROI by platform?

4.4 Benchmark comparison: How do your operational metrics compare to:

• Industry standards for your sector and company size
• Best-in-class performers
• Your own historical performance
• Your competitive set (where data is available)

This data-driven approach removes guesswork. You're not making changes based on someone's opinion (including mine). You're making decisions based on evidence.

5. No Long-Term Lock-In: Project-Based Engagements

Here's something refreshing: I'm not trying to turn you into a perpetual client.

Traditional consulting firms love long-term retainers. They're incentivized to find reasons for you to keep them engaged month after month. Strategy projects become implementation support, optimization initiatives become the next strategic review.

Our model is different. We work on defined projects with clear deliverables:

1. We conduct the operational audit (2-4 weeks typically)
2. We deliver comprehensive findings and recommendations
3. We hand off everything you need to implement
4. You decide what happens next

Want to implement everything yourself? Fantastic, you have everything you need. Want us to support specific implementations? We can do that on a project basis. Want to revisit in 6-12 months for another audit? Great, we'll be here.

This model works because:

• You control the relationship timeline: No pressure to sign annual contracts or ongoing retainers before you've seen value.
• Pricing is transparent: You know exactly what you're paying for and what you're getting. No surprise overages or scope creep billing.
• You're not dependent on us: The goal is to make you operationally self-sufficient, not dependent on external consultants to function.
• We're incentivized to deliver value: If we don't provide actionable intelligence that drives results, you won't come back. That focus keeps us honest and effective.

Frankly, if you need consultants permanently embedded in your operations to make decisions, something's wrong with either the consultants or your operations. My job is to give you the clarity and tools to make great decisions independently.

6. Optimized for Modern Marketing Reality

Traditional consultants often bring frameworks from different eras. They learned consulting in industries or time periods when marketing operations looked completely different.

I built The Agency Auditor specifically for modern marketing, sales, and CX operations. That means we understand:

6.1 Current martech ecosystems: We know HubSpot, Salesforce, Marketo, Pardot, ActiveCampaign, and dozens of other platforms inside and out. We understand their strengths, limitations, and how they should integrate. When we audit your tech stack, we're not learning on your dime.

6.2 Digital-first operational models: Your operations are probably primarily digital: marketing automation, email nurturing, paid media, SEO, content marketing, social selling. We're fluent in these channels and their operational requirements.

6.3 Agile marketing methodologies: Traditional quarterly planning cycles are dead. We help you audit whether your operations support agile campaign deployment, rapid testing, and iterative optimization.

6.4 Sales and marketing alignment challenges: We've seen every variation of misalignment between these teams. We know what good alignment looks like operationally, not just organizationally.

6.5 Customer experience as a competitive advantage: Today's buyers expect consistent, personalized experiences across every touchpoint. We audit whether your operations deliver that or create friction.

6.6 Attribution complexity: Multi-touch attribution, dark social, privacy changes, cookieless tracking: modern attribution is messy. We help you make sense of it operationally, not just conceptually.

This contemporary expertise matters because marketing operations have fundamentally changed in the past decade. Consultants using frameworks from 2010 will miss problems that didn't exist then and recommend solutions that don't work now.

Real-World Impact: What an Operational Audit Actually Uncovers

Let me make this concrete. When I conduct operational audits, here are the types of problems I consistently find. Problems that are costing you revenue, efficiency, and competitive advantage right now:

1. Marketing Attribution Failures Costing Revenue Insights

Your dashboard says marketing contributed $2.3M to the pipeline this quarter. But is that accurate? In audit after audit, I find:

• First-touch attribution overvaluing top-of-funnel activities while sales development efforts go uncredited
• Last-touch attribution making everything look like direct traffic because tracking breaks between systems
• Multi-touch models weighted incorrectly for your actual buyer journey
• Dark social and offline touches completely invisible despite driving significant influence
• Campaign tagging inconsistencies making it impossible to accurately analyze channel performance

The result? You're making budget allocation decisions based on fundamentally flawed data. You're overfunding underperforming channels and defunding the things that actually work.

2. Sales and Marketing Misalignment Creating Funnel Leaks

This is probably the most expensive operational problem I see, and it's shockingly common:

• No clear definition of what makes a lead sales-ready, so marketing sends junk and sales ignores everything
• Lead handoff processes that lose context, forcing sales to start from scratch
• No feedback loop from sales to marketing about lead quality, so problems perpetuate
• Different definitions of "opportunity" or "qualified", making pipeline reporting meaningless
• Service level agreements (SLAs) for lead follow-up that nobody enforces, so speed-to-lead suffers

I've seen companies with 30-40% of marketing-qualified leads never even contacted by sales because the handoff process is broken. That's not a small problem, that's hemorrhaging potential revenue.

3. CX Touchpoint Failures Damaging Retention

Your customer experience operations often reveal problems that marketing and sales don't see:

• Onboarding sequences that contradict sales promises, creating immediate buyer's remorse
• Support ticket patterns revealing product or messaging issues that should inform marketing strategy
• Customer satisfaction data that never reaches marketing for segmentation and personalization
• Renewal risk signals invisible to account management until it's too late
• Product usage patterns that should trigger marketing engagement but don't because systems aren't connected

The most frustrating part? This data exists in your systems. You're just not connecting it operationally to drive better decisions.

4. Technology Underutilization and Stack Bloat

Here's a typical scenario: You're paying for 12-15 martech tools. You're using maybe 30% of their capabilities. You have functionality overlap across 3-4 tools. And you're missing capabilities you're already paying for.

In operational audits, I find:

• Marketing automation platforms used primarily as email senders while workflow, scoring, and personalization features sit unused
• CRM systems functioning as contact databases rather than revenue intelligence platforms
• Analytics platforms with tracking implemented incorrectly or not at all
• Integration gaps creating manual data transfer (hello, CSV exports and imports)
• Redundant tools because nobody knows what other teams are using

This isn't just wasted money, it's operational inefficiency. Your team is working harder because your technology isn't working smarter.

5. Process Inefficiencies Draining Team Productivity

Your people are talented, but operational friction makes them less effective:

• Approval workflows with 7 touchpoints for content that should require 2
• Manual reporting tasks consuming 10-15 hours weekly that could be automated
• Information silos requiring constant Slack messages to find basic data
• Redundant meetings because processes don't communicate status effectively
• Context-switching between too many platforms because integrations are broken

These inefficiencies compound. A process that wastes 30 minutes per day costs 130 hours annually per person. Multiply that across your team, and you're losing thousands of hours to operational friction.

6. Data Silos Preventing Informed Decision-Making

Perhaps the most insidious operational problem: you have data, but it's trapped in disconnected systems.

• Marketing has engagement data but not revenue outcome data
• Sales has pipeline data but not marketing influence data
• CX has satisfaction data but marketing doesn't use it for segmentation
• Finance has customer profitability data but marketing optimizes for volume
• Product has usage data but sales doesn't know what features drive expansion

When data lives in silos, every team optimizes for their own metrics without understanding system-wide impact. You get local optimization that hurts global performance.

The Outcome: What You Actually Get from an Operational Audit

When The Agency Auditor completes an operational audit for you, here's what you walk away with:

Clear visibility into your operational health: You'll know exactly where you're strong, where you're weak, and why. No surprises, no guesswork, just clear diagnosis of your marketing, sales, and CX operations.

Prioritized action plans: Not a list of 47 things to fix, but a strategic roadmap that tells you:

• What to do immediately (quick wins)
• What to plan and resource (strategic initiatives)
• What to defer for now (lower priority items)
• What to stop doing entirely (wasted efforts)

Resource reallocation opportunities: Where can you cut spending that's not working? Where should you invest more? We show you specifically where your resources are misallocated and how to fix it.

Quick wins vs. long-term transformations: You'll get some improvements you can implement this week for immediate impact, plus strategic initiatives that require longer timelines but deliver transformational results.

Measurable improvement benchmarks: We establish baseline metrics for every problem area and target improvements, so you'll know exactly whether changes are working 30, 60, and 90 days out.

Most importantly, you get operational independence. You're not dependent on keeping consultants around to make decisions. You have the intelligence you need to move forward confidently.

Who Benefits from The Agency Auditor Approach?

Our operational auditing model isn't right for everyone. Here's who gets the most value:

(A) Growing Brands Experiencing Scaling Challenges

When you're scaling from $5M to $15M or $15M to $50M, operational problems multiply. What worked at smaller scale breaks down.

Our audits help you identify and fix these scaling bottlenecks before they limit growth.

(B) Marketing Leaders Inheriting Operational Debt

You just joined as CMO or VP Marketing. The team is talented, but you inherited systems, processes, and technology decisions from previous leadership.

An operational audit gives you rapid visibility into what you're working with and a clear roadmap for improvement.

(C) Companies with Underperforming Marketing Investments

You're spending $500K+ annually on marketing, but results are disappointing.

Before you change strategy, change vendors, or change people, audit your operations. Often the strategy is fine, but execution and operations are broken.

(D) Organizations Preparing for Major Initiatives

Planning a rebrand? New product launch? Market expansion? M\&A integration?

Major initiatives expose operational weaknesses. An audit beforehand helps you fix problems before they derail important projects.

(E) Teams Needing Objective, Third-Party Validation

Sometimes you know things are broken, but you need external validation to get buy-in for changes.

Or you have competing theories about what's wrong and need an objective assessment. We provide that third-party credibility.

(F) Brands Seeking Operational Excellence Without Consultant Dependency

You want to build operational maturity, not rent it.

You're looking for intelligence and frameworks that make your team more capable, not consultants who keep you dependent on them.

Choosing the Right Partner for Operational Excellence

Here's my bottom line: traditional consultants aren't bad. They're just solving different problems than operational auditing addresses.

If you need help with business strategy, market positioning, organizational design, or long-term transformation planning, traditional consulting firms might be your answer. They excel at those strategic challenges.

But if you need to understand what's actually working (and what's broken) in your day-to-day marketing, sales, and customer experience operations. If you need specific, actionable intelligence to make better decisions fast; that's where The Agency Auditor delivers value that traditional consulting simply can't match.

We're faster because we're focused. We use rapid assessment frameworks and leverage your existing data instead of starting from scratch every time.

We're more specific because we're operational, not strategic. You get technical recommendations you can implement immediately, not theoretical frameworks you have to interpret.

We think in systems because modern revenue operations require it. Marketing doesn't exist in isolation, and neither do our audits.

We're data-driven because gut feel isn't enough. We combine quantitative performance analysis with qualitative insight to show you what's really happening.

We're independent because you shouldn't need permanent consultants. Our goal is to make you operationally self-sufficient, not to create dependency.

Most importantly, we're optimized for modern marketing reality. We understand the technology, channels, methodologies, and challenges that define marketing operations today.

The traditional consulting model made sense in a different era. But modern marketing operations move too fast, technology changes too quickly, and competition is too fierce to spend six months getting recommendations you can't implement.

Your operations either enable growth or limit it. The question is: do you know which one you're dealing with right now?

If you're not 100% confident in your answer, it might be time for an operational audit. Not a traditional consulting engagement. Not a strategic review. An operational audit that tells you exactly what's working, what's not, and what to do about it.

Because at the end of the day, you don't need more strategy documents. You need operational clarity that drives results.

And that's precisely what we deliver.

Ready to understand what's really happening in your marketing, sales, and CX operations? Let's talk about an operational audit that gives you the clarity you need to make better decisions. Visit The Agency Auditor to learn more or schedule a consultation.