Work
Five engagements. One method.
Each proves something different: an owner-level outcome, the method's origin, hard numbers before spend, speed, and a decision to subtract. Some clients are named. Some asked not to be.
When the cost line turned out to be the growth engine
The delivery drivers held the highest NPS in the company and were managed as an expense. We changed one route at a time.
Proudly making pilots in public
A branded unit built inside a global agency network to prove transformation could be piloted. Then dissolved into the way of working, which was the point.
When we codified how to build a city
From first hearing about the engagement to a presented concept, which became a template applied across three city typologies.
When three good strategies were all worth nothing
Three strategies the board was debating, all producing 0.0% measurable impact. Then $20M once the structure was repaired.
When the answer was to let a business go
An integration was underway on the assumption that closer is better. The finding pointed the other way, and then we built the capability that made the separation survive.