Proof
What actually changed, and by how much.
Every study names the constraint we found, the work we did, and the outcome. Where a number exists, it is here. Where one does not, we say so rather than reaching for an adjective.
- Engagements
- 26
- Sectors
- 6
- Earliest
- 2016
Automotive
$1.2BBuilt to Deliver, Proven to Transform
Unlocking $1.2B in new business
Delivery dates were missed often enough that customer confidence had become a commercial problem rather than an engineering one. Defects were surfacing in late-stage testing, contractual penalties were being paid annually, and the organization was competing for a major new contract it was not, on its record, credible to win.
A major automotive engineering organizationAutomotive
1,800 → 14Jira Reinvented
From chaos to clarity
Eighteen hundred custom Jira projects had accumulated over years, each configured by whoever needed it at the time. No two behaved the same way, no change could be made without an unknown blast radius, and assembling a portfolio report took six weeks of manual work — by which point it described a company that no longer existed.
An electric vehicle manufacturerAutomotive
$20MCode to Component
Powering profits with digital precision
Digital parts content ran on a legacy system that was inefficient, error-prone, and — critically — could not produce an audit trail. That made compliance expensive, scaling impossible, and supplier billing effectively unverifiable.
A global OEMAutomotive
Back on Track
Saving a delayed driver assist program
A second-generation driver assistance program being co-developed for a major OEM had been delayed three times. Governance was unclear, roles overlapped, the critical path was not agreed between the parties, and a distributed team had lost the informal coordination that had previously covered the gaps.
A global automotive parts supplierAutomotive
Blueprint to Breakthrough
Software org transformation
The organization assumed it could become a high-performing software product company by reorganizing the teams it already had. The reorganization happened.
A global manufacturer building a software organizationAutomotive
The Talent Playbook
Winning top engineers
The company was competing for software engineers against high-tech employers and losing, without a clear view of why. Levels meant different things in different operating units, compensation had drifted apart across the business, and there was no shared definition of what each rung of the ladder required.
A global OEMAutomotive
Unlocking the Hive Mind
Turning engineering know-how into power
Decades of engineering knowledge existed, but not in any form that could be found. Data types were inconsistent, storage was scattered across systems that did not talk to each other, and search returned either nothing or everything.
A global automotive supplierAutomotive
TPM Reimagined
From silos to scale
The company was falling behind EV competitors on exactly the measures that are visible to customers — recalls, quality issues, and delayed digital features. Underneath, the technical program management function that should have been connecting engineering teams did not exist as a defined role, so every cross-team dependency was handled by whoever noticed it first.
An automotive manufacturer competing in EVEnergy
Power to the People
Mapping EV charging clarity
EV drivers could not reliably find a working charger. Station maps were incomplete or out of date, live availability was not exposed anywhere consistent, and there was no route for a driver to report a broken charger so that the next driver benefited.
An innovation initiative — see engagement noteAutomotive
7×Test. Commit. Win.
A factory of software excellence
Software quality depended on manual testing performed late, by people who were already the constraint on everything else. There was no engineering services function, no shared toolchain, and no way to coordinate release trains across teams that were nominally agile and practically sequential.
A global automotive companyAutomotive
430From Chaos to Code
Unifying 430 engineers across 8 sites
The acquisition of 430 embedded development and hardware engineers from BlackBerry, spread across eight North American sites, delivered talent but not capability. Processes were inconsistent site to site, integration was more complex than modeled, and the acquired teams were not aligned to the strategic objectives that had justified buying them.
A major OEMConsumer Technology
100+Solve It Once
How a recurring client problem became empwr.ai
Across engagements with automotive OEMs, Tier 1s, industrial manufacturers, consumer goods companies and silicon providers, we kept finding the same failure. The knowledge needed to run a large program existed, but only in fragments — in meetings nobody captured, in tools that did not talk to each other, and in the heads of whoever happened to be in the room.
Envorso — internal innovation, since spun outSports
62%From One Franchise to a Platform
How a rugby club’s app became Envorso Sports
Building a fan app for the Seattle Seawolves solved one club’s problem: a passionate supporter base and no direct digital relationship with it. Then other Major League Rugby teams asked for the same thing — and the honest answer was that building it bespoke each time would not scale.
Envorso — incubated and spun out, built with the Seattle SeawolvesAutomotive
−97.9%Software to Speed
Release cycles cut 80%
Deploying software to vehicles was slow, manual, and error-prone. Each release consumed senior engineering time on steps that were repetitive but too consequential to rush, and the cycle time made it impossible to respond to anything discovered in the field at the pace customers expected.
A global automotive companyIndustrials
−75%Building a Data-Driven Operating System
Reducing warranty claims by 75%
Warranty failure rates approached 100% during the coverage period. Key dealers were leaving, market confidence was eroding, and there was no instrumentation to explain any of it — no defined KPIs, no warranty analysis process, and therefore no way to tell which failure was worth fixing first.
A motorized equipment manufacturerAutomotive
6 monthsCertifiably Ready
Compliance that scales
EU regulation UNECE R156 requires a certified Software Update Management System. Without it, the company could not continue selling vehicles in Europe.
A global automotive manufacturerAutomotive
Rebooting Readiness
Aligning IT to accelerate EV production
The IT organization was overwhelmed and misaligned with the business it served. Systems were fragmented, shadow IT filled the gaps, and an Oracle ERP implementation — on the critical path to production readiness — had stalled.
A rapidly growing EV manufacturerIndustrials
Building a Digital Powerhouse
Aligning technology with vision
IT was decentralized, without leadership, a roadmap, or a governance structure. Investment decisions were made locally and did not add up to a capability — so spend rose while reliability and scalability did not.
A manufacturer scaling its technology functionIndustrials
Mission Possible
Redesigning military mobility
A major high-volume delivery vehicle contract was in trouble. Delays were persistent, design flaws were unresolved, and there was no structured oversight — so each problem was discovered late and handled individually, at cost to both the timeline and the budget.
A defense manufacturerGovernment
800,000Smart Move
800,000 riders, one seamless pass
A national policy commitment to give 800,000 young people free bus travel via smart card, delivered through many partners, under parliamentary scrutiny, to a fixed date. The program had to satisfy a social mandate and a technical one simultaneously, and failure would be public.
A national government agencyIndustrials
IT Handoff Heroics
Transitioning with trust
A multi-million-pound transition to an outsourced IT managed service, spanning many stakeholders and every core system, with a requirement that day-to-day operations were not disrupted while it happened.
A multinational transitioning to outsourced ITAutomotive
Powering Up
A quality battery reboot
Battery assembly lines and prototype builds were not meeting the quality standard required to scale, against tight timelines and rising complexity. Without a quality operating system, each defect was investigated as an incident rather than as a signal.
A rapidly growing EV startupAutomotive
Obsessed with Customers
Engineering with empathy
The engineering teams were technically strong and shipping on cadence, but customer feedback was not reaching the decisions that shaped the product. The result was a widening gap between what users needed and what the mobile experience actually delivered.
An automotive clientAutomotive
Driving Decisions
Shifting automotive data into high gear
Data and analytics existed in quantity but not as a product. Turning it into a strategic suite meant aligning functions, geographies, and leadership levels that had each built their own view — a cultural problem at least as much as a technical one.
A global organizationSports
20%Unified Platform for Fan Engagement
One platform to unify them all
The Seawolves had a passionate supporter base and almost no direct relationship with it. Seattle has an estimated 250,000–450,000 people the club could realistically reach, but Starfire Stadium holds 4,000.
Seattle Seawolves, Major League RugbyIndustrials
12 weeksMobility Makeover
Clarity, control, and ROI
A Strategic Mobility platform launch was at risk, and with it a billion-dollar investment. The organization had no real demand management or product management capability, so priorities were misaligned, value streams were unclear, and resources were being allocated to work that was not moving the platform forward.
A global companyTwo hours to find out whether we recognise your problem.
No deck, no obligation. We listen, we tell you whether we have seen this before, and we say what we think it would take. If a Jump Start is the right next step we will say so — and if it is not, we will say that too.