Client results
A selection of engagements where we helped leadership teams turn operational complexity into a strategic advantage. These cases illustrate how we work with businesses to build operating systems that support predictable growth, stronger margins and more founder capacity.
SaaS Scale-up ~ Aligning go-to market operations for predictable growth
A SaaS company had rapidly expanded its commercial organisation across marketing, sales and customer success. While top-line growth was strong, internal alignment had not kept pace. Handoffs were inconsistent, responsibilities overlapped and leadership lacked a single, reliable view of pipeline health and customer outcomes. Forecasts were volatile and renewals required too much manual effort.
We were engaged by the VP Operations to design and implement a unified go-to-market operating system:
-Mapped the full revenue journey from first touch to renewal and expansion, across all GTM functions.
-Aligned definitions, stages and handoffs between marketing, sales and customer success, eliminating grey areas and duplication.
-Introduced a shared operating rhythm: structured weekly pipeline reviews, deal strategy sessions, and a monthly revenue and retention forum.
-Designed a concise, executive-level GTM dashboard that integrated leading indicators (activity, conversion, deal velocity) with lagging outcomes (MRR, churn, expansion).
Within two quarters, forecast accuracy improved materially, key handoffs became predictable and the organisation could scale new hires into a clear system rather than tribal knowledge. Commercial growth became more stable and less dependent on a few senior individuals manually holding the process together.
B2B consultancy: Freeing founders from the day-to-day
A specialist B2B consultancy wanted to grow, but founders were stuck in delivery, approvals and operational decisions. There was no consistent operating rhythm for sales, delivery and internal priorities and everything important seemed to require founder involvement.
Working closely with the leadership team we:
– Defined a clear operating rhythm for sales, delivery and leadership meetings.
– Clarified ownership for key processes and removed hidden “approval traps”.
– Introduced a lightweight system to track pipeline, project status and internal work.
– Coached senior consultants to take on more operational and client ownership.
Over the following six months, founders recovered several days per month for strategic initiatives and business development, while the team gained clarity on priorities and decision making.
Creative agency (25 FTE) ~ From firefighting to predictable delivery
A fast-growing creative agency had reached a point where success was creating its own problems. Revenue was increasing, but delivery quality and predictability were under pressure. Projects relied on a handful of senior people, handovers were informal and leadership lacked a clear view of capacity and risk. Growth felt fragile.
We partnered directly with the founders and leadership team to redesign how the agency operated:
– Conducted a deep assessment of the end-to-end client journey, from pitch to final delivery and retention.
– Defined a scalable delivery model with clear roles, responsibilities and decision rights across accounts, strategy and production.
– Introduced a disciplined operating rhythm: weekly operations reviews, standardised project health checks and monthly capacity planning.
– Implemented a simple, agency-specific performance dashboard focused on utilisation, on-time delivery and client health – visible to both leadership and team leads.
Within three months, on-time delivery moved from “best effort” to a consistent standard. Senior leaders gained back meaningful time previously spent firefighting, and the agency was able to take on larger, more complex engagements with confidence. Growth shifted from opportunistic to intentional, supported by a robust operating model rather than individual heroics.
IT services firm (40 FTE) ~ Standardising delivery and protecting margins
An IT services firm had expanded into multiple delivery teams, each with its own habits and tools. This led to inconsistent client experience, limited cross-team visibility and eroding project margins.
We worked with the COO and team leads to:
– Standardise the core delivery process and client communication across all teams.
– Clarify ownership for planning, scope management and change requests.
– Introduce a lean portfolio and capacity review cadence.
– Build a concise margin and utilisation view for leadership.
The firm regained control over delivery quality and margins, and could make deliberate choices about pricing, client mix and staffing instead of reacting to capacity crises.
Professional services firm ~ Building a system for expansion
A professional services firm was preparing to open a second office and expand into new markets. Their success so far relied on informal communication and proximity in a single location – a model that would not scale.
We partnered with the management team to:
– Design a documented “way of working” that could be reliably replicated across offices.
– Define roles, interfaces and decision rights between locations and central functions.
– Implement a firm-wide cadence for planning, performance review and continuous improvement.
– Introduce a small, consistent KPI set to align teams on quality, profitability and growth.
The firm launched its new office on top of a deliberately designed operating system, enabling growth in headcount and revenue without losing control of quality, culture or client experience.