Categorized by the business change a prospect needs to make.
The examples map to common board-level priorities: recovering a transformation, tightening risk and controls, and turning software GTM activity into qualified pipeline.
Business problem
Low adoption, stalled backlog, risk exposure, or pipeline that does not convert.
Operating model
Clear ownership, decision cadence, process controls, and measurable priorities.
Execution system
Workstream ownership, enablement assets, stakeholder follow-up, and reporting.
Management outcome
Fewer surprises, cleaner accountability, faster adoption, and better commercial inspection.
Recover delivery and adoption
Stabilize implementation work, simplify decision rights, and make backlog decisions visible to procurement leadership.
Make assurance inspectable
Translate third-party risk, supplier enablement, and P2P controls into auditable operating routines.
Turn activity into pipeline
Connect positioning, event follow-up, and sales handoff to qualified meetings and measurable pipeline.
Browse case studies (8)
Filter by practice and tags to find examples closest to your situation.
Multi‑sector enterpriseIntake-to-Procure Stabilization (Post Go‑Live)
A procurement transformation had gone live, but the intake route was losing trust. Stakeholders returned to email, production defects and enhancements competed in one backlog, and escalations had no clear decision owner. We separated recovery from structural change, clarified decision rights and established weekly triage, UAT and release gates.
Outcome: Recovered adoption and delivery confidence through explicit triage, release and decision gates.
Regulated environmentThird‑Party Risk & Supplier Enablement (Controls + Automation)
Supplier onboarding and due diligence were inconsistent and slow. Teams over-checked low-risk suppliers, under-checked high-risk suppliers and stored evidence across email, folders and spreadsheets. We defined risk tiers, evidence standards, approval ownership and bounded automation for evidence collection and follow-up.
Outcome: Made third-party onboarding faster and more defensible, with tiered evidence and a cleaner audit trail.
Multi‑region organisationSource-to-Contract (S2C): Faster Cycle Times Without Losing Control
S2C was slow and unpredictable. Legal and procurement were overloaded, stakeholders escalated, and “urgent” requests bypassed agreed controls. We reset decision rights, simplified templates and playbooks, and tightened the workflow so approvals and risk checks happened reliably without becoming the bottleneck.
Outcome: Reduced cycle time variance by making decision rights, templates, and workflow gates predictable.
Regulated manufacturingRegulated Manufacturing S2C Implementation (Contract Obligations + Complex Award Logic)
A regulated manufacturer needed S2C to manage contract obligations and renewals, complex pricing grids and multi-stakeholder due diligence. A thin-slice POC tested the data model and edge cases before rollout. The production design connected terms, owners, workflow triggers, award evidence and executive decisions.
Outcome: Operationalised contract terms and complex award logic with a predictable delivery cadence and audit-ready evidence.
Enterprise (multi-entity AP)Procure-to-Pay (P2P): Stabilisation, Controls, and Automation
P2P exceptions and escalations consumed capacity across procurement and AP. Suppliers lacked reliable payment updates, business stakeholders bypassed the process and control owners used different reason codes and resolution rules. We reset approvals, tolerances, receiving and master-data ownership, then introduced bounded agent support for triage, summaries and communications.
Outcome: Established a measurable root-cause programme with reason codes, control owners, SLAs and recurrence checks.
Decentralised organisationSpend Management: From Visibility to Behaviour Change
The organisation had spend visibility, but teams continued buying off contract when the compliant route was slower. We redesigned the highest-volume buying routes, embedded preferred suppliers and policy rules, assigned exception owners and established a weekly category decision cadence.
Outcome: Turned spend controls from reporting into a working system with pathways, owners, and weekly actions.
B2B SaaSEvent‑to‑Pipeline Motion for a Software Provider
Events generated conversations, but contact volume obscured which accounts had a current reason to act. Notes, follow-up ownership, and attribution varied by rep. We defined valid event signals and source requirements, used agent assistance to prepare account context and follow-up, and established named approval and cohort conversion review from conversation to pipeline.
Outcome: Established a clear route from valid signal to agent-assisted preparation, named approval, and cohort-level conversion review.
B2B SaaSGTM Repositioning + Pipeline Discipline for a SaaS Editor
A SaaS editor had strong product capability, but broad positioning and account lists weakened timing and qualification. We defined valid signal hypotheses for priority ICP wedges, introduced agent-assisted source research and action preparation, mapped proof to the buying constraint, and established human approval plus weekly review of conversion and rejection reasons.
Outcome: Established one signal-led commercial system from verified sources and agent preparation to approval and pipeline learning.
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