SaaS start-up had quickly established itself by using skilled UK contractors but this had drawbacks: – High cost of Contractors – Short term gigs creating IP leakage risk – Staff not bought into long term ambitions of the Company

A Spin-off that was utilising its parent Organisation Infrastructure and Operations capabilities for hosting and service management was overpaying for services required for their stage of growth.

Over time Product releases had grown to large 6 monthly events that meant value was not being released to market quick enough, was often late as dependancies kept being missed and qualitiy was being impacted due to the size of the code being changed.

The client had agreed to acquire parts of a struggling healthcare business. The seller had driven a tough negotiation regarding timescales for the carve-out, allowing only 6 months for a transition support agreement (TSA). The buyer had not done any planning for the transition, and had instead focused on the financial aspects. As the sale...

One of the largest building societies in the UK had invested heavily in data technology and associated change programmes but had not been able to unlock the expected benefits and value. Despite having made good progress with data governance initiatives data was still a significant business issue.

A leading FinTech business operating in the Foreign Currency/Payments industry, had grown organically and through acquisition to a scale where data and business intelligence were critical to the business’s future growth, however, business requirements had outgrown existing capabilities.

A digital transformation project for a key part of the UK’s financial services infrastructure was suffering from delays and in danger of missing its revised launch date. As well as the potential for delays to the new central infrastructure, there was the risk of delays with integration by the participant end users (UK financial institutions),...

The product engineering team had been struggling for a few years to deliver projects and initiatives on time, and with the required quality. The business was highly frustrated, causing increased tension at the Executive level. Initiatives and projects were frequently being re-prioritised, partly due to a lack of confidence that the team could deliver ‘right...

The company was suffering from high-levels of dissatisfaction, poor product penetration and repeatedly missed revenue targets for one of its digital media advertising products. The company was the reseller of a third-party product to provide media advertising services to their end customers. The third-party product could only be customized by the supplier, however change requests...