Say what you need. It does it.
An assistant built to your company's measure for the administrative work that repeats every week. It reads, classifies, reconciles accounts and prepares what management has to decide on, working 24 hours a day.
Reading the inbox and sending each message to the right person. Copying the amounts off an invoice into the accounts. Checking who paid and who did not. Pulling the numbers together for Monday's meeting.
It is not the work the company gets paid for and it has no clear owner. It is split between the owner and one or two people in the office. But it gets done every week, by people who cost money.
Nobody can do repetitive work with attention for very long. The payment nobody chased and the double entry are always born in the same place.
The invoice has a due date and whoever wrote is waiting for an answer. So it eats the time of someone who already had enough to do, often the owner's own.
This work is split across several people, and so nobody knows exactly how many hours it takes. Counted for the first time, the number is almost always bigger than anyone thought.
That is the federal median wage for administrative assistants, plus what an employer pays on top of it. The wage is where the company's math starts, not where it ends.
| Wages, the federal medianThe Bureau of Labor Statistics median for secretaries and administrative assistants, May 2025 | $48,310.00 |
|---|---|
| Employer payroll taxes, 7.65%Social Security and Medicare, paid by the company on top of the wage | $3,695.72 |
| Other benefitsInsurance, paid leave and retirement. Benefits run at 30.1% of what an employer pays | $17,107.30 |
| Real cost to the company | $69,113.02 |
That is $5,759 a month, or $33.23 for every hour actually worked.
And then there are the hours nobody covers.
A person works forty hours a week. The week has one hundred and sixty-eight. Even paying for the whole year, this work is covered for under a quarter of the time.
Vacation, sick leave and training get paid all the same, and workers' compensation insurance sits on top of this math. When the person leaves, training the next one starts from zero.
These are examples of what usually comes in. Every company's list is its own.
The inbox is read at any hour and each message goes to the right department, already with a summary of what it says. In the morning, whoever runs the place gets the inbox in order of urgency and without the junk.
Invoices in PDF get read, and the company name, the tax ID, the amount before tax, the rate, the due date and the account number come out in a table ready to post into the management software the place already uses.
The bank statement is cross-checked against invoices issued and received. Whatever is unpaid is flagged to management, with the name and the amount.
The electricity, telecom and software invoices are read with the history next to them. Consumption that rises without explanation, or a contract that got expensive, is flagged with the amount at stake.
It is work that gets done every day and is never finished.
The full accounts report gets read, or the minutes of the meeting, and what comes back is the numbers that matter and the decisions still to be made.
The numbers are spread across several tools and someone pulls them together by hand every week. They start arriving in a single summary, at whatever hour you agree.
A voice message recorded in the car, or half a dozen bullet points written in a hurry, come back as a tidy draft, with the problem, the proposal and the numbers in between.
A customer newsletter, an internal announcement, an opinion piece. It gets written from the points management gives, or from a voice note, and goes for review before it leaves.
What takes a whole afternoon today is done before anyone arrives.
A request that comes in is read and reaches whoever should receive it already classified. Whoever got in touch has an answer right away, at any hour.
Applications are assessed against the opening and arrive in a ranked table, scored zero to ten with the reason for each. And before a sales meeting, the company on the other side arrives researched.
Website, calendar, spreadsheets, invoicing and management software. What happens in one place has an automatic consequence in the others, with nobody copying and pasting.
These are not the most important task of the day. They are the ones always left for last, and that is why they get lost.
When a document arrives incomplete, an invoice photographed sideways or a receipt with no tax ID, the field stays unconfirmed and the document goes to a person. A value is never filled in on a guess, because an invented number in the accounts costs more than a blank field.
And it does not clock out at six. The hours below are an illustration. Yours get measured in the assessment, before anything is proposed. Each hour is at $33.23, the real cost of the assistant from the math above.
| Operation | Hours per week | Per year |
|---|---|---|
| Email triage and routing | 6 h | $8,773 |
| Reading invoices and receipts | 5 h | $7,311 |
| Account reconciliation | 3 h | $4,386 |
| Fixed cost audits | 1 h | $1,462 |
| Reports and executive summaries | 4 h | $5,848 |
| Presentation drafts | 2 h | $2,924 |
| Texts management has to sign | 3 h | $4,386 |
| Qualifying requests and forms | 3 h | $4,386 |
| Screening applications and meetings | 3 h | $4,386 |
| Connecting isolated tools | 2 h | $2,924 |
| 1,408 hours a year | 32 h | $46,786 |
There is one figure that is not in this table. Unbilled invoices and payments nobody chased are revenue, and they are worth more than these hours. Whatever the audit cuts from an invoice stays cut every month.
That is $46,786 of the $69,113 of the hire, with the system running 24 hours a day.
Before it does anything, the system has to know what your company is. The rules, the services, the house vocabulary, what gets done and what never gets done. Without that base, it guesses.
The business gets written down: what it is, how it works, what it does and what it never does.
It tells the system where everything is, so it reads in the right order before answering.
On top of the documents, each concrete job of the business, built to measure.
You ask in plain English. There is no panel to learn and no fields to fill in.
A Tuesday morning question, answered with the company's own numbers.
The structure built at the start, the documents and the operations, is your company's property. You paid for it and it serves only your business. The tool accounts are in the company's name from day one, and the system has access only to what each process needs, never blanket access because it is easier to configure.
Four lines that always stay with your team, and it is that way on purpose.
Approving an expense, writing off a debt or changing commercial terms arrives ready to sign. If you want it to become automatic, the rule gets defined and it does. The choice is yours, not the system's.
Everything it does is logged and it is possible to see why. Automation you cannot audit is a liability, not an asset.
It organizes, classifies and prepares. Whoever answers to the tax authority is still the company's accountant.
Automating a bad process only makes it faster at repeating the same mistake. First it gets tidied up, then it gets automated.
The summary arrives with the document attached and the page where each number sits. There is no hunting for the PDF to check.
An incomplete document stays unconfirmed and goes to a person. An invented number in the accounts costs more than a blank field.
The system goes on top of what exists. The management software does not get swapped and the team is not asked to learn another place to write the same things.
Each piece does one thing only. They are picked to suit the business. There is no single recipe.
No new tool gets imposed. It connects to what the place already opens every day.
The hours get counted before there is a proposal. The first step is understanding how the work actually happens in your company, and everything else comes from there.
Mapping each process as it exists today, including the exceptions nobody ever wrote down, and counting the hours it takes. Without these numbers there is no way to prove return at the end of the first month.
Which processes come in, what stays out and what it costs. Written before anything gets built, so there are no surprises on the invoice.
The system built and tested against your business's exceptions, not only against the case that goes well. At the end of the first month, the numbers against the ones at the start.
Not every process is ready to automate. If the rules contradict each other, or if part of it exists only in one person's head, the assessment says so plainly, and the process gets tidied up first. Sometimes the honest answer is that it is not worth it, and we would rather say so before charging you anything.
The hours that leave your week show up on the map, and that is where you see what changed.
If yours is not here, ask it directly.
No. What comes off people's desks is the work that has no owner, the kind always left for the end of the day that nobody was hired to do. The hours given back go to the work the company gets paid for.
No. The system goes on top of what already exists: the email, the drive, the spreadsheets, the invoicing and the management software. If something does not allow a direct connection, that is said in the assessment and another route is found before there is a proposal.
You do. The documents, the index and the operations built at the start are your company's property, because you paid for them and they serve only your business. The tool accounts are in the company's name from day one.
The principle is least access. Each process has access only to what it needs, never blanket access because it is easier to configure. Everything the system does is logged and it is possible to see why. The client is the controller and Sakuzo is the processor.
We say so, and it gets tidied up first. Automating a bad process only makes it faster at repeating the same mistake. An assessment can end with the answer that it is not worth automating, and it is better to say that up front.
As soon as the system goes live, the hours start coming back that same day. The formal proof is done with numbers: the hours of each process are counted in the assessment, before there is a proposal, and compared with the system already running.
No commitment. We bring the questions, you bring your business's numbers, and we both leave knowing where to start.
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