Real organisations. Real results.
We measure our success by the outcomes our clients achieve. Here are some of the stories from our work.
EV Infrastructure Provider
Turning AI investment into delivery performance
A fast-growing EV charging provider had invested heavily in AI-assisted development but wasn't seeing it translate into faster delivery. We redesigned their delivery system end-to-end.
Results
- 60% reduction in lead time
- 40% fewer defects reaching production
- Delivery cadence improved from quarterly to weekly
The organisation had all the ingredients for fast delivery -modern tooling, talented engineers, AI coding assistants -but delivery was still slow and unpredictable. The bottleneck wasn't capability. It was the system around the capability. We conducted a full value stream analysis, mapped every handoff and wait state, and redesigned the flow from idea to production. We introduced small-batch working, strengthened specification practices, and rebuilt the relationship between product, engineering, and operations. Within six months, lead time had dropped by 60%. More importantly, the team understood why -and had the capability to keep improving.
Financial Services Group
Post-acquisition operating model design
Following a major acquisition, a financial services group needed to integrate two very different operating models without losing the best of either. We led the design and implementation.
Results
- Single integrated operating model delivered in 9 months
- £12m annual cost savings identified
- Employee engagement scores increased 18 points
Acquisitions rarely fail because of strategy. They fail because of integration -the hard, detailed work of aligning how two organisations actually operate. We worked alongside the leadership team to design a new target operating model that preserved the acquired company's agility while scaling the parent's governance and risk management. We ran cross-functional design workshops, built the business case, and supported implementation through to steady state. The result was a genuinely integrated organisation -not just two businesses running in parallel under the same brand.
Central Government Department
Building delivery capability across 1,200 people
A central government department wanted to fundamentally improve how it delivers services. The challenge wasn't just process -it was building the capability to sustain improvement over time.
Results
- 1,200 people trained in new ways of working
- Net Promoter Score for internal delivery up 34 points
- 3 communities of practice established and self-sustaining
The department had tried to improve delivery before, with mixed results. Previous initiatives had changed the process but not the people. This time, the brief was different: build the capability to keep improving, not just deliver a one-time change. We designed and delivered a blended capability programme covering flow thinking, outcome-based planning, and collaborative ways of working. We embedded practitioners alongside teams to coach in context, not just train in classrooms. Three years on, the communities of practice we helped establish are still running -and still improving.
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