Pratura is a relatively young company, but with many years of experience. We are two partners – Ričardas Savukynas and Laurynas Truncė. We both started in IT, we both worked in large corporations, both developed processes, both ended up as process improvement consultants. One day we started working together and discovered a synergy: we had different competences and experiences, but we were extremely well matched.

Maybe it’s as simple as this: when you have come a long way yourself, correcting and improving various processes, from total chaos to real perfectionism, you start to see organizations as a very alive, real, interesting whole that requires deep examining. When people tell us “we are specific” we say it’s not entirely true, but at the same time we know how much specificity there really is in different companies.

Best practices and best solutions

It is only after years of consulting that you realize that all good practices (successful solutions) are based on bad practices (unsuccessful solutions). And it is only when you understand how bad practices work that you really learn to apply good practices well. This is perhaps the biggest and deepest experience, and one that takes many years to learn.

This is why we have never and will never offer preconceived solutions. That is why we first go deep into each company until we find out everything about what the real problems are and what is really needed to solve them. And then we offer solutions that truly meet the company’s real needs.

After many years, we have taken a slightly unconventional route – we want to take process improvement services to a whole new level, from complex consultancy to low-cost, fast and effective solutions to improve business performance. And now we offer you very simple, logical solutions that will actually help you. What we guarantee is that once you know about the solutions, you will accept them and be satisfied.

We don’t offer solutions from a book, we offer real solutions from real practice, taking into account the specificities of Lithuania, the specificities of organizations, and simply reality. In a way that makes things work.

Process management competencies

Our core specializations and specific competences are based on many years of real-world experience:

  • Quality management – from ISO-9001 (and not a paper one, but a real quality management system) to TQM methods. This is the basis for all process improvement in general. It is impossible to improve anything if you cannot even manage quality.
  • Project management, including both the best classical methods and all the tools of Gantt charts. Also additionally:
    • Intuitive Project Management – for those who want to understand how project management techniques really work, why they are needed at all and why they are effective;
    • Managing projects in uncertain environments (Agile)– effective task chunking, prioritization, execution.
  • Management Indicators. Not made up, but real. Because only those things that are measurable are actually manageable. So there is always the question of indicators – how do we measure what.
  • IT – we started in IT and we know very well how much value a good IT process can bring and how to identify and solve all those typical problems in IT departments and IT systems.
  • Improving the sales process. Why do sales stagnate? Because sales processes are much more complex than any salesperson thinks. But we have an extremely interesting sales improvement package that is easy to implement and delivers fantastic results.
  • Financial planning basics for managers. Budget planning and control (plan vs. actuals!), cost structure breakdowns. ABC accounting with its pros and cons. Warehouse warming. Speeding up sales cycles.
  • Classical management methodologies – ToC (Theory of Constraints) and Lean. Real Lean, not the one everyone laughs at.
  • Some specific methods of financial control (anti-money laundering) and counter-terrorist customer surveillance, as well as procedural measures to protect against fraudsters, scammers, thieves and other bad actors, which are of particular importance to multinational and financial companies. We also help you adapt to international and local (Bank of Lithuania) AML requirements.

That’s definitely not all, because we don’t want to write random jumble of buzzwords. We only write the things we understand.