SOPs people actually follow. Audits that don't ambush you.

SOPs fail when they're written for auditors and ignored by operators, or written for operators and unreadable by auditors. KP writes documentation that does both — formalizing processes, assigning ownership, building process libraries, and designing the review cycles that keep documentation current. We pair the writing with governance, so SOPs are part of how the organization runs rather than artifacts in a binder.