Case Studies
Work that moved things.
A selection of engagements where clarity led to action, and action led to outcomes that lasted.
Results over reports.
We measure the value of an engagement by what changes after we leave. These are stories of ventures that moved from uncertainty to conviction — and built accordingly.
From fragmented stack to a platform that could scale.
The challenge
A fast-growing payments venture had accumulated technical debt across three acquisitions. Leadership lacked a shared view of where the architecture was headed — and investor scrutiny was intensifying.
The outcome
We conducted a full technology audit and facilitated a leadership alignment session. The result was a clear technology roadmap, a build-vs-buy decision framework, and a CTO hire brief that attracted strong candidates quickly.
AI that actually reduced workload — not just promised to.
The challenge
A digital health startup was spending a significant portion of operational time on manual patient intake and triage. They had explored AI solutions but found vendors overselling and underdelivering.
The outcome
We mapped the full intake workflow, identified high-leverage automation points, and designed an LLM-assisted triage system integrated with their existing EHR. Operational time on intake dropped materially within weeks of deployment.
Preparing for Series B without losing what made them good.
The challenge
A B2B SaaS company approaching Series B was growing fast but felt the organisation straining. Founders were concerned that the processes needed to scale would erode the culture that had driven early success.
The outcome
We ran an embedded engagement alongside the founding team to design an operating model that could absorb growth without bureaucracy. The company closed their Series B above sector median.
Building the conditions for innovation that persists.
The challenge
A large financial institution's innovation unit had produced ideas but struggled to move them past proof of concept. The problem was structural — not creative.
The outcome
We redesigned the unit's operating model, introducing a stage-gate process calibrated to their risk appetite and a cross-functional team structure that reduced handoff friction. Stalled initiatives reached pilot stage within a quarter.