Celebrating Flowingly’s $4.5m Fundraise!

Celebrating Flowingly’s $4.5m Fundraise!

Celebrating Flowingly’s $4.5m Fundraise!

A letter from the CEO

Last week we announced that Flowingly had secured an incredible $4.5m in funding, led by GD1 and Icehouse Ventures.

While this is great news for us as a business, we’re actually way more excited for what this means for our customers.

At Flowingly our goal has always been to enable front-line employees to map, automate and improve their own processes without coding or IT support.

This new investment will allow us to expand the Flowingly product and vision to new markets, allowing organizations worldwide to rapidly transform their processes and create process champions from their employees.

It’ll also help us build up our team, which will in turn improve our product offering. We’ll be able to release even more features faster than ever and make significant improvements to the Flowingly experience.

A true no-code solution

I founded Flowingly in 2016, while searching for a workflow automation solution.

Most of the mid-market solutions I found required heavy IT ownership, with IT teams solely setting up and maintaining organizational workflows. Many of these platforms were also big, clunky legacy solutions which were impeding true agile process automation efforts.

I needed something different. An agile, no-code tool I could build powerful workflows in without a team of developers.

That’s how Flowingly came about.

After years of working on and self-investing in the product, we finally managed to create a product we were proud of.

As a team, we’ve always had a strong belief in the power of company-wide workflow automation and process improvement.

Your people are your greatest asset and the people who use your processes every day – why not give them the tools and the support they need to improve the way they work?

We’ve seen this vision resonate with organizations from smaller mid-market businesses to a Fortune 100 company.

Process improvement and automation shouldn’t be limited to enterprise organizations.

At Flowingly our goal has always been to enable front-line employees to map, automate and improve their own processes without coding or IT support.

Jon Kalaugher

CEO & Founder, Flowingly

Creating a new category

Two things were essential to us when developing the product.

Firstly, it needed to be user-friendly. If organizations were going to create process champions and citizen developers out of their staff, the tool needed to be easy to use. We needed your HR managers, your Heads of Finance and your CIOs to be able to jump in and get started. That’s why we went completely drag and drop.

Secondly, we wanted to create a truly no-code experience. No-code for us meant no rules, no developers, no knowledge of code languages. At all.

This has meant we’ve been able to help mid-market businesses around the world transform their old, manual ways of working into modern digital experiences in as little as 30 minutes.

It has also helped empower front-line employees to create and improve their own processes.

We’ve seen a rates officer at a local council lead the way in fully transforming their financial processes. We’ve seen a waste management company automate over 80 workflows in just 12 months.

The power of process improvement has never been more accessible.

From our team to yours

Once again, a massive thank you to all of our customers who placed their trust in us for their process improvement journeys.

We couldn’t have done it without the support of the teams at GD1 and Icehouse Ventures who are fully backing the Flowingly mission.

To see how you could cut admin and waste out of your processes, get a trial today!

Process Mapping and Automation – Better Together 

Process Mapping and Automation – Better Together 

Process Mapping and Automation – Better Together 

A lot of businesses approach us with a single platform requirement.

Maybe they’re looking for process mapping software because don’t have clear or well documented processes in place. Or maybe they’re looking for automation because they’re having problems with delays, productivity and compliance.

Typically, they aren’t looking for a solution that does both.

One of the reasons for this is that it’s rare that a platform offers both – Flowingly does because we have seen first-hand the impact strong processes can have on the success of workflow automation and the power workflow automation can bring to mapped processes.

So why do you need process mapping?

A company needs to have their processes clearly mapped out for their employees to avoid chaos and ensure compliance. The more structured a company’s processes, the better their teams will work and the easier it will be to scale.

Without a clear process map for employees to follow, it becomes increasingly difficult to properly manage projects from start to finish. There might be information sitting in massive email chains, on stray pieces of paper or worse – in somebody’s head. If that person leaves, where does that leave the process?

By mapping and clearly defining your organization’s processes you can ensure consistency across the business – so even a new employee understands how a task or project is completed from start to end.

Okay, so maybe you’re thinking process mapping makes sense but automation seems intensive or time-consuming.

The combination of workflow automation and process mapping provides organizations with a greater level of insight into not just their processes, but how their processes are running.

Just because a process is mapped doesn’t mean it’s being followed. With automation, you can ensure it is and if it isn’t, you can understand why.

Process maps help show the relationship between different tasks and help communicate the steps required in each process, who is responsible for what and the requirements of the tasks. Workflow automation comes in and helps ensure that each task is completed on time and accurately.

The combination of these two tools is the key to process excellence for many organizations and can help significantly improve process efficiency without dramatically increasing costs or resource.

Alright, so why Flowingly?

There are great process mapping platforms. There are also great workflow automation platforms. There aren’t many platforms that do both.

This means you might find an incredible tool where your business teams build processes but when it comes to automating them you’ve got to basically hand them over to your developers to translate and build them all over again in a different tool. Or maybe you’ve found an incredible workflow tool but have no idea where to start when it comes to mapping out your processes.

An automated workflow is only as strong as the process it’s built against.

With Flowingly you’ve got both tools built-in, meaning you can rapidly map out a process right off the bat and automate it with a click. Just like that. No developers, no platform switching.

While many of those businesses who approach us come to us in need of either a process mapping or workflow automation tool, more often than not they’re really looking for both.

True digital transformation comes when process improvement and process excellence is felt organization-wide, with businesses actively caring about the experience of their staff and customers.

Book a demo and see Flowingly process mapping and workflow automation for yourself. 👇

The Flowingly Blog

Get the flow-down on all things Flowingly. From process tips to product, we cover everything you need to level up your processes.

How to Build Successful Workflows

How to Build Successful Workflows

How to Build Successful Workflows

You’ve heard that automating your workflows will give you all sorts of productivity and visibility gains. You’ve decided on your workflow platform and you’re ready to go. But then you ask yourself:

“How do I actually build a decent workflow?”

Many people believe that workflows are designed to tie together systems.

They send emails for you automatically. They trigger a purchase order to be raised. They flag an issue.

However, this leaves out a key part of the equation. The people.

Building successful workflows is all about the people element.

For your workflow to be considered “successful”, ask yourself:

A) Does this improve the employee or customer experience?

B) Does this increase company productivity?

It is easy to focus on one of these over the other.

You can build the most efficient workflow possible. But if your employees get frustrated using it, they will find ways around it.

So how do you keep the people element in mind when building your workflow?

Here are 6 tips that may help:

Make it easy to follow

Design your workflow for those who are using it. Not for those who are building it.

Your workflow should read more like a process, not a system map.

Label steps clearly and in a way that makes sense to anyone.

Include instruction fields where helpful. This prompts people on what they need to do.

Avoid acronyms and jargon.

The idea here is that everyone from your CEO to your new intern should be able to understand at a glance who is responsible and what is required of them.

Serve up the right information at the right time

Searching for information is one of the biggest time wasters in the workplace.

Depending on which study you want to reference, the average employee spends anywhere in the range of 4.5 to 9 hours a week searching for information.

How can your workflow give your employees back all these wasted hours?

It serves up the right information when they need it.

Think of things like:

  • Having your Working from Home policy available as a downloadable attachment in the Working from Home application.
  • Saving a “Welcome to XYZ” email template in your Sales Handover workflow.
  • Serving up relevant contracts and paperwork within a workflow, rather than saved in some obscure SharePoint folder.

Think about your audience

Will your HR team be using the workflow? Or will it be your factory staff?

Will they be at a desk? Or on the factory floor?

Your audience will define what makes a good workflow.

What output are you looking to achieve? Work backwards from there.

Maybe the output you’re looking for is that your factory staff consistently log incident reports. Make it easier for them by using dropdown options and image uploads rather than asking them to write an essay.

Potentially you want to increase the quality and consistency of your employee onboardings. Submission speed and screen size is not as much a factor here. Instead, give your team everything they need in one place, from tax forms to H&S induction records.

Equally, if you want to speed up your Capital Expenditure sign-offs, make sure your Executive team can sign-off on the go. Phone notifications with one-touch approval may be best here.

Your audience will define what makes a good workflow.

What output are you looking to achieve? Work backwards from there.

Utilize automated reminders and deadlines

As people we’re inherently forgetful. Even more so when we’re under the pump.

Lean on your workflow system to do the remembering for you.

Adding deadlines and reminders to each step of a workflow gives your employees a clear To Do list to follow.

Automating these reminders means that you should never have to push the process. It should roll right along without any intervention.

Added bonus: Adding deadlines to a step in Flowingly will allow you to run reports on your SLAs. Even if it’s not a critical action, adding deadlines to all steps will make it easier to identify bottlenecks and inefficiencies within your processes.

Ditch the documentation

If your staff need to read an instruction manual on how to submit a request, then you’re in trouble.

Big trouble.

They’ll end up emailing the CFO direct rather than applying through your overly confusing Capital Expenditure form.

Ditch the documentation and design an experience that makes life easier for your employees.

Label fields in a way that makes sense to the end-user.

Include instructions and rich content such as videos or templates to guide them.

Add a “Help” email address to your more complex forms. Or if your workflow system has it (as Flowingly does), prompt users to leave any troubleshooting questions in the comments.

Future-proof your workflows

Workflow admins change. Whether your Business Analyst, HR Manager or CIO is building your workflows, chances are they will move on at some point.

The last thing you need is for your workflows to fall over as soon as they leave.

It might seem crazy, but we’ve heard companies say they had to rebuild a workflow because they had no idea how it was built in the first place.

That’s one of the benefits of a no-code system. You don’t have to decipher lines of code to uncover how the workflow works.

The most important thing? The people.

There’s a famous Maori proverb here in New Zealand.

He aha te mea nui o te Ao? He tāngata, he tāngata, he tāngata.

What is the most important thing in the world? It is the people, it is the people, it is the people.

When improving your processes and workflows, start with the people.

Think of their experience. What would make their job easier? What information do they need to complete their tasks? What would remove frustrations from their day-to-day?

Do this, and the productivity will come with it.

Want to find out how Flowingly puts the employee experience first? Get a demo today.

The quickest wins of process improvement

The quickest wins of process improvement

The quickest wins of process improvement

Nothing replaces a robust process review and improvement process but unfortunately, we don’t always have the capacity or the buy-in.

The best way to build up momentum for a comprehensive process review is by quickly demonstrating value. Formal process improvement frameworks often incorporate quick wins into their early stages. Sometimes even these quick wins aren’t quick enough.

With that in mind, we’ve developed a plan for a 15-minute session to help your team achieve more and get the ball rolling on BPI.

The 15-minute, extra quick, quick-wins session

1. Identify the attendees to contribute to the quick-wins session.

2. Communicate with transparency, explaining the session to attendees and describe which process(es) are in scope.

3. Ask the attendees to create a record of issues in the week ahead of the session.

A Record of Issues

Whenever a team member encounters an undocumented problem or area of improvement, create a new sticky note with the name of the process is and the root cause of what went wrong. Particularly look for tasks that were more difficult, cost more or took more time than they could have.

The session:

4. During the session, add all sticky notes to a white board or poster board. Classify each issue by process and remove any duplicates. Briefly introduce each issue to the group.

5. Ask the attendees to spend five minutes silently writing solutions and sticking them next to their respective issues.

6. Once the time is up, take a photo of the board as it is.

7. Ask the group the following questions, moving solutions aside as they’re excluded.

a “Are there any solutions on the board that are not within our power to implement?”
b “Are there any solutions on the board that are risky?”
c “Are there any solutions on the board that are not low cost?”

8. Assign remaining solutions to individuals to serve as the “change owners”

Follow up:

9. Follow up a week later with each change owner to document and support the changes.

10. Use documented outcomes to build a case for BPI.

11. Keep the list of issues, processes and suggested solutions for the initial stages of a process review.

Small wins build momentum

The key to getting a process improvement initiative off the ground is demonstrating value to stakeholders almost immediately.

Importantly, process improvement can lose momentum almost instantaneously. If businesses are to succeed in moving forward, it’s vital to celebrate every win, no matter how big or small, and one should never underestimate the power of positive reinforcement.

The best processes come from within

The best processes come from within

The best processes come from within

Empowering your team to own their processes.

Business processes are core to competitive advantage. All companies have them, yet very few companies acknowledge or mine them for their true value. So how can you define your business processes? It starts, carries on, and finishes with people.

Here’s how…

The people who will use the processes
need to build the processes

Your staff are the lifeblood of your organization, without them, your business wouldn’t exist. That’s why it’s crucial to have them front and center on your business process journey.

Speak with your employees, work with them, watch them, listen to them, hear what they say and note down what they don’t. Your team often knows what the optimal workflows look like, which means by working with them you’ll have a more realistic, comprehensive business process understanding.

One other bonus of bringing staff on this journey is that they’ll be more likely to support any change that may occur as a result (and you know how much people love change) if they’re seen as valuable contributors.


ownership of processes

We all know the feeling of getting burnt, with the affected part of the body telling the brain “ouch, something has to change because I can’t stand this for much longer”.

Businesses are no different. Employees are the equivalent feedback mechanism for the business, playing a critical part in maintaining and fixing business processes.

Apart from having employees build the processes so they’re invested from the start, what else can be done to encourage such ownership?

  • Set up a system that rewards employees for proactively seeking improvement.
  • Always keep key outcomes front of mind to create a bigger picture for their outputs.
  • Make the documented processes easily accessible so they’re always in mind.
  • Consider utilizing the feedback features of your workflow software so employees at any level can continually refer to other shared insights.

Creating a culture of Improvement

Just because you document your business processes doesn’t mean your employees will seek continual improvement, let alone prescribe to them. You need to create a culture of improvement, which has to happen from the top (in an Undercover Boss kind of way if needs be).Through our experience working with businesses of all shapes and sizes, we’ve noticed two points worth keeping in mind when instilling a culture of improvement:

Highlight excellence
In ordered to recognize the excellence, you first need to identify what it looks like in your business, field, or industry. Once this has been established, acknowledging parts of the business or employees will motivate the right kind of behaviour and drive business success.

Expect greatness
Over time high performance is an achievement that’s progressively unlocked over time. Don’t expect excellence immediately, but rather take time in the planning phase to ensure you have a pragmatic timeframe. And also don’t settle for when you think you’ve ‘achieved’ excellence, because all you really did was reset the bar.

So where do the best business processes come from?

Take the governance approach to business processes. Ensure your employees drive the development of your processes, empower employees to own the processes and instill a culture of improvement.

35 processes you should be automating now!

35 processes you should be automating now!

35 processes you should be automating now!

Bogged down with manual tasks? There’s a fix for you. Each of these processes can be automated in hours. Without developers.


Without code.

Automate these and you’ll be humming.


  1. Employee onboardings
  2. Employee exits
  3. New starter document requests
  4. Policy sign offs
  5. Quarterly reviews
  6. Hiring requests
  7. Leave applications


  1. Change management requests
  2. Application access
  3. Application removal


  1. Incident reporting
  2. Health & safety inductions
  3. Hazard identification


  1. New product development
  2. Product changes


  1. New customer onboarding
  2. Special pricing requests
  3. Price changes


  1. Purchase card applications
  2. Invoice processing
  3. Capital Expenditure requests
  4. OPEX request
  5. Expense reimbursements


  1. Non-conformance reporting
  2. Assigning a new contractor
  3. Quality checklists
  4. Log sheets
  5. Idea to initiative evaluation


  1. Conducting quarterly customer check-ins
  2. Managing customer complaints
  3. Providing customer support
  4. Manage at-risk customers


  1. Remote work requests
  2. Remote working policy sign off
  3. Remote workspace setup