We helped The LoLo House build the operating system they need to provide overview in projects and create ownership in tasks.
The result?
- Strategy became visible in daily work, not stuck in a plan
- Projects got picked because they contributed to the main goal, not because they sounded good
- Every task had one clear owner and deadline
Intro
The LoLo House is a cafe, co-working space and events venue tucked into Al Quoz, Dubai's creative district. Founder Lodewijk built it as one roof for a handful of different needs: a proper coffee in the morning, a spot to get work done, lunch with friends, or a room for an event in the evening. The space is designed around that mix, quiet corners for reading or working, communal tables, a full coffee bar, and flexible rooms that convert for workshops and gatherings. The team also runs a pop-up stall at Dubai's Ripe Market and caters events around the city. Running that many moving parts under one roof meant projects and tasks quickly spread across notes, chats and memory, with no shared view of who owned what. That's the moment they brought us in to help.
The challenge
Launching a business with this many moving parts; a cafe/co-working space, events venue and pop-up locations, meant the risk wasn't a lack of ideas. It was losing track of who owned what.
- Projects and tasks lived across scattered notes and conversations
- No shared view of what was running and what was due
- Ownership of tasks and deadlines wasn't always clear
- Strategic goals existed, but rarely showed up in the day-to-day
- New ideas got started without checking if they moved the business forward
Without a system to hold it together, the team risked working hard on the wrong things.
What we build
System Sprint
The LoLo House took on the full System Sprint, working through the operating system themselves with the help of our videos. We guided the management team to set the foundation, checked in along the way to see if anything was slowing them down, and closed the sprint with a feedback session on what they'd built and what was next.
The result
Within two weeks, strategic plans stopped living in a document and started showing up in the team's daily work. The operating system became the team's go-to workspace, the place they open first, not a tool on the side.
- Goals became visible every day, not just at planning sessions
- New projects were tested against the goals before they got started
- Every task and deadline had one clear owner
- The team gained a shared awareness of what actually mattered
The Founder
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