Every figure here was measured against a baseline taken before we started
That is the whole point of measuring first. These are representative engagements across six sectors; client names and logos are withheld until sign-off, and the numbers shown are illustrative placeholders in this build.
- 19
- Sectors served
- 24
- Countries with production deployments
- 99.95%
- Mean automation availability
- 9 yrs
- Average client relationship
Global manufacturer
Manufacturing · 8,500 employees
Invoice processing cut from 11 days to under 1
The situation
A 14-person shared services team was keying supplier invoices from PDFs and scanned images into SAP across eight entities. Cycle time averaged eleven days, first-pass accuracy was 78%, and duplicate payments were being caught only at reconciliation.
What we built
We instrumented the queue, built document extraction with confidence thresholds, automated three-way matching against purchase orders and goods receipts, and routed only genuine exceptions to a review queue with source documents inline. Posting became automatic for clean matches.
The team did not get smaller because people were let go. It got smaller on the work that was never worth a person's time, and those people now handle the cases that actually need judgement.
— Shared Services Director
Measured outcome
- 11 days → 8 hours
- Average invoice cycle time
- 78% → 99.2%
- First-pass posting accuracy
- $1.4M
- Annual processing cost removed
- 14 → 4
- FTE redeployed to exception handling
Asset management firm
Financial services · 2,300 employees
Client onboarding accelerated from 3 weeks to 2 days
The situation
New institutional accounts moved through seven manual handoffs — KYC documentation collection, verification, account setup, and internal sign-off — with no visibility into where a case had stalled. Sales escalated weekly and compliance had no audit trail.
What we built
We rebuilt onboarding as a single orchestrated pipeline: automated document requests and chasing, extraction and validation against KYC requirements, rule-based routing to the right reviewer, and a case dashboard showing exactly where every account stood.
We stopped managing a queue and started managing exceptions. The compliance evidence also got better, which was not the outcome we were optimising for but was the one our auditors cared about.
— Head of Client Operations
Measured outcome
- 15 days → 2 days
- Median time to account open
- 94%
- Of documents collected without manual chasing
- 100%
- Of decisions with a reconstructable audit trail
- +31%
- New accounts opened per quarter
Regional utility
Energy & utilities · 4,100 employees
Field engineers replaced three systems and a spreadsheet
The situation
Field crews worked from printed job sheets, a mobile app nobody trusted, and a scheduling spreadsheet maintained by two dispatchers. Completion data was re-keyed the following day, so the control room was always working from yesterday's picture.
What we built
We built a single offline-capable field application with live scheduling, photo and parts capture, and automatic sync back to the work management system. Dispatchers got a live board instead of a spreadsheet, and completion data became immediate rather than next-day.
The telling moment was when the crews asked to keep a system we built. Adoption is normally the hard part. Here it was the thing that happened on its own.
— Director of Field Operations
Measured outcome
- 3 → 1
- Systems in the daily workflow
- Same-day
- Job completion visibility
- 18%
- More jobs completed per crew per week
- 2 dispatchers
- Redeployed to exception scheduling
Specialty insurer
Financial services · 1,900 employees
Claims triage moved from 2 days to 20 minutes
The situation
Every incoming claim was read by a human to determine complexity and route it to the correct handler. Volume had grown 40% in two years without a matching headcount increase, so the backlog had become structural and customer satisfaction was falling.
What we built
We built classification and extraction over claim forms, correspondence and attachments, scored complexity against the existing routing rules, and assigned work automatically. Low-confidence claims still go to a human, but with a pre-filled summary rather than a blank form.
The backlog was never a capacity problem. It was a sorting problem, and we had been throwing people at it for two years.
— Chief Operating Officer
Measured outcome
- 2 days → 20 min
- Time to first handler contact
- 86%
- Of claims routed automatically
- 0
- Backlog after four months
- +22 points
- Customer satisfaction score
Diversified industrial group
Multi-industry · 26,000 employees
A $9M automation portfolio built on measured evidence
The situation
The group had approved an automation budget with no agreed target. Six business units had each proposed their own priority, three proposals overlapped technically, and the CFO wanted a defensible return before releasing funds.
What we built
We ran a four-week assessment across eleven functions, producing a ranked candidate portfolio with a consistent cost model, value-versus-feasibility view, and a sequenced four-wave roadmap. Two proposals were consolidated into one shared platform component.
What we bought was not a report. It was the ability to say to the board, with numbers, why these eleven initiatives and not the other thirty-one.
— Group Transformation Lead
Measured outcome
- 42
- Processes measured and modelled
- $9.1M
- Annual savings identified and sequenced
- 7.4 months
- Blended payback across wave one
- 2 → 1
- Overlapping platform investments consolidated
Logistics network operator
Logistics · 6,700 employees
An internal tool became a billable partner platform
The situation
A tracking capability built for internal use was being manually extended to 40 partner carriers through spreadsheets and email. Each new partner meant bespoke work, and there was no way to meter usage or enforce service levels.
What we built
We re-platformed it with tenant isolation, partner identity and self-service onboarding, usage metering, published API limits and an SLA-backed observability stack. Partners now onboard themselves and usage is attributable per carrier.
It had stopped being a project a long time before we admitted it. Treating it as a platform changed what we could sell, not just how we ran it.
— VP Network Operations
Measured outcome
- 40 → 180
- Partners on the platform without added headcount
- 99.95%
- Availability achieved against a 99.9% SLA
- New
- Revenue line from metered partner access
- 0
- Bespoke integrations required per new partner
Figures shown are illustrative placeholders for this build. Replace them with approved, measured outcomes in src/content/caseStudies.ts once client sign-off is in place.
Your baseline will not look like any of these
Bring us the process you already know is costing too much
Thirty minutes with an engineer is usually enough to tell whether it is worth automating, roughly what it would save, and whether the payback is inside a window your finance team will accept. If the answer is no, we will say so on the call.