The list comes in. The quote goes out.
MIYA quoted $27.8 M on requests that used to wait their turn. The thirty line list still arrives the same way; what changed is that it comes back ready to quote.
What was put in front of customers.
in quotes created in the MIYA ERP, on work that did not use to fit in the day
280 quotes created in the ERPcustomer list lines processed against the MIYA catalog
across 483 requests that arrived as listsproduct lookups that no longer had to start from zero
5,668 products put in front of customersIn fire protection the question is what qualifies.
The customer sends thirty lines describing what they need, not MIYA part numbers. Somebody has to translate line by line, decide what actually qualifies for that application, and gather the listing and the technical sheet that back the choice.
That work produces no document, is not billable and is counted in no report. It is also the work that decides whether the proposal goes out today or next week. When the day runs out, it is the part that gets cut.
The same list, a different starting point.
Every line is read, interpreted and looked up by hand in the catalog.
The list comes back processed against the catalog, complete rather than half done.
The product lookup starts blank every time, even when it has been done before.
511 lookups run against the MIYA catalog, with the products already put in front of the customer.
The technical sheet and the certificate get located one by one and attached to the email.
The documentation that backs the selection travels with the answer.
The quote gets keyed in at the end, once the day is already gone.
It ends up created in the ERP, on work that used to not fit in the day at all.
The work nobody bills is the work that decides.
2,123 lines processed across 483 requests, with 5,668 products put in front of customers.
More requests handled with the same people.
The specialist does not disappear. The thirty translations before the specialist does.
When what is being asked touches certification or a project, someone at MIYA decides. Now they decide on prepared work instead of on a blank list.
Whoever knows the catalog best comes in where their judgment is needed, not for the thirty translations before it.
In this business the documentation is part of the sale. When it goes out with the answer, the purchase can be sent up for approval the same day.
How it was measuredProduction data audited as of September 23, 2026, with test traffic excluded before counting. MIYA runs its team and Peaking inside the same workflow: this story measures work executed, not autonomous operation. MIYA is a Mexican distributor running on its own system.
Where this applies.
You've got this.
Peaking shows up to the session already working with your own catalog, so you see it on your part numbers instead of on an example.