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Keep shoppingService Business Management: Delivery, Ops & Clients [EN]
374 students
Service Business Management: Delivery, Ops & Clients [EN]
service business | operations management | client experience | project delivery | process improvement | NPS and CSAT
Last updated 3/2026
English
English [Auto],
What you'll learn
- Map the revenue funnel from first enquiry to payment and find where it leaks
- Calculate acquisition cost against lifetime value for a service client
- Run delivery on PMBOK 7: charter, scope, plan, budget, risk, control, closure
- Set input, output and outcome metrics with a named owner for each
- Find the bottleneck in delivery: queues, downtime, context switching
- Map a process five different ways and choose the right one per situation
- Write SLAs and standard procedures your team will actually follow
- Measure client experience with NPS, CSAT, CES and first-contact resolution
- Design a survey people answer honestly, and read the open-ended answers
- Learn alongside Mike's 1.6 million students from 185 countries
Explore related topics
Course content
17 sections • 46 lectures • 20h 14m total length
Requirements
- A service business, or responsibility for part of one
- No formal operations or project training required
- One real client engagement you can map end to end
- English at intermediate level or above, since all lessons are in English
- Basic spreadsheet arithmetic for the unit economics
Description
This course contains the use of artificial intelligence.
A service business rarely stops growing because demand ran out. It stops because every new client is served from scratch, and the person doing the serving is you.
Where service businesses actually break
The work gets done well and the margin is a surprise every quarter. You could not say which of last year's projects lost money, because scope moved by agreement in a series of small conversations that nobody wrote down. Delivery lives in the heads of three senior people, so the fourth client has to wait. Nobody has mapped what happens between an enquiry arriving and an invoice being paid, which means nobody can say where it slows down. And the moment you take a fortnight off, everything queues behind you — which is the clearest evidence that what you built is a job rather than a business.
What this course covers
Forty-six lessons around the full loop. Predictable revenue first: why the funnel needs its own owner, the stages from enquiry to retention, where it leaks, stage criteria, acquisition cost against lifetime value, the system of record and the rules that keep it usable, automation, and a 90-day rollout. Then delivering what you sold, on PMBOK 7: business case and charter, stakeholders, scope and documented assumptions, the plan and network diagram, schedule and resource matrix, the three stages of a budget, risk, a team working across several clients at once, control, and closure. Then the operational layer: why this function appears past fifty people, end-to-end processes and minimum sufficient rules, input against output against outcome metrics with named owners, bottlenecks and context switching, operating rhythms that are not theatre, growth and the chaos it produces, the toolkit including when a spreadsheet beats a corporate system, and how to prove operations pays. Then repeatability: waste, standardisation, maturity, five kinds of process map, architecture, and root cause tools from 5 Whys and 8D through SIPOC and DRIVE. Then the client: journey audit, service strategy and standards, the team, service levels and standard procedures, automation, and the metrics — net promoter, satisfaction, effort, first-contact resolution, handling time. Finally asking properly: survey design, honest participation, the report, the open-ended answers, and the action plan.
A note on one block
The six lessons on surveys were recorded for a people-function audience, so the catalogue of survey types includes engagement and exit surveys alongside client ones. The method is what matters and it does not change with the audience: how to phrase a question, how long a questionnaire can be before answers stop being honest, how to get real participation, and how to read open-ended responses, which is where anything useful is usually hiding.
Who is teaching this
I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 46 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: the funnel model, unit economics, the PMBOK 7 charter and control set, the metric ownership frame, five map types, 5 Whys, 8D, SIPOC, DRIVE, service level and procedure templates, the survey and report structure
Operations treated as a source of margin rather than an administrative cost
Where to start
Take your last completed engagement and write down what it was quoted at, what it actually cost in hours, and where the difference came from. If you cannot reconstruct the difference, that is the whole course. Enrol now and start today.
Who this course is for:
- Owners of agencies, studios, consultancies and professional practices
- Founders whose business stops growing every time they take a holiday
- Operations and delivery leads in a service company
- Account and client service directors owning both delivery and retention
- Managers scaling a service past the point where everyone knows everything
- Freelancers building a team rather than more of their own hours
- Anyone whose margin is unpredictable and cannot say which project lost money