Work

Real problems.
Real outcomes.

Every engagement is different. What stays the same is the method — and the commitment to results that last beyond the engagement.

Client names and identifying details are kept confidential in all cases. What's shared here reflects the nature of the work and the outcomes achieved — verified, but anonymised by agreement.

Affiliate Network 20–40 people Diagnose → Design → Deliver

A fast-growing network that couldn't keep up with itself

3D
Full engagement — all three phases
The situation

A fast-growing affiliate network had scaled its client base rapidly — but its team and internal structure hadn't kept pace. With a small headcount managing an increasing number of clients and partners, cracks were starting to show: responsibilities were unclear, workflows were improvised, and there were no reliable systems to track what was getting done or falling through the cracks.

What we did
  • Full operational audit to map how work was actually flowing — not how it was supposed to
  • Identified overlapping responsibilities, missing ownership, and process gaps
  • Redesigned internal structure with clear roles and explicit accountability
  • Built end-to-end workflow documentation for all core operational processes
  • Selected and implemented tooling to support and track the new workflows
  • Team enablement sessions to drive adoption, not just delivery
Phases used
  • Diagnose — operational audit, gap mapping, priority list
  • Design — new structure, workflows, tooling selection
  • Deliver — implementation, training, adoption
The outcome

The team went from reactive and improvised to structured and in control. Client management became predictable. Every team member knew exactly what they owned and how to track it. The company now has the operational foundation to keep growing without the chaos that was starting to threaten client relationships.

AdTech / SaaS 80–150 people Diagnose → Design

High churn in the first 6 months — a sales-to-CS handoff problem in disguise

−30%
Reduction in early-stage churn rate
The situation

A fast-growing software company had built a strong sales motion and was winning enterprise clients. But something was breaking after the signature. Clients were struggling to adopt the product in the expected timeframe, churn in the first 6 months was elevated, and the CS team had no visibility on which accounts were at risk until it was too late to act.

What we did
  • Mapped the full post-sale customer journey, identifying 4 critical friction points between Sales, Implementation, and CS
  • Redesigned the Sales-to-CS handoff process with clear ownership at each stage
  • Built a closer collaboration model between Sales and CS for the first 6 months post-signature
  • Developed an account health scoring model based on product usage data
  • Defined CS KPIs and implemented weekly management reporting
Phases used
  • Diagnose — customer journey mapping, friction point analysis, data audit
  • Design — new handoff process, health scoring model, KPI framework
The outcome

Early-stage churn dropped by 30%. The CS team gained real-time visibility on account health, and early warning signs were being acted on weeks before they would have surfaced otherwise. Sales and CS moved from operating in silos to working as a single post-sale unit for the first 6 months of every new client relationship.

E-commerce ~100 people Diagnose → Design → Deliver

Data everywhere, insight nowhere — unifying reporting across the full business funnel

+20%
Improvement in overall ROI
The situation

A 100-person e-commerce company had data — but it was scattered across multiple dashboards, Excel files, and disconnected tools managed by different teams. Getting a clear picture of performance from acquisition to retention required hours of manual work, and even then the results were inconsistent. Business decisions were being made on incomplete information, and no one had a reliable end-to-end view of what was actually driving results.

What we did
  • Audited all existing data sources across teams — identifying overlaps, gaps, and inconsistencies
  • Consolidated all business data into a single structured database as the single source of truth
  • Built a suite of dashboards covering each phase of the funnel — acquisition, conversion, retention, and revenue
  • Designed a weekly review process and standard reporting cadence for the business team
  • Trained the team on how to read, interpret, and act on the new reporting
  • Defined ownership for each metric and built accountability into the process
Phases used
  • Diagnose — data audit, source mapping, gap analysis
  • Design — database architecture, dashboard design, KPI framework, review cadence
  • Deliver — implementation, team training, process adoption
The outcome

For the first time, the business team had a single, reliable view of performance across the entire funnel — from first click to repeat purchase. The weekly review process replaced ad hoc analysis, freeing up time and reducing decision lag. With clear visibility into which phases were underperforming and why, the team was able to reallocate effort and budget more effectively — leading to an overall ROI improvement of over 20%.

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