Real Problems. Real Results

 A B2B services department, 50 employees, with a sales team of 12. 

• Sales reps spent 40–60% of their time on admin tasks instead of selling.
• CRM data quality was inconsistent; 28% of leads had missing or duplicate info.
• Managers couldn’t forecast reliably because pipeline stages meant different things to different people.
• Emotionally, the team felt frustrated

• Audited the CRM workflow → identified 11 unnecessary fields and 4 redundant steps
• Standardized pipeline stages and automated follow-up reminders.
• Cleaned the data logic so managers could finally rely on the forecast.
• Worked with the team to understand why admin tasks felt overwhelming.
• Co-created new routines for updating the CRM in a way that fits natural work patterns.
• Facilitated a conversation on expectations between sales and marketing to reduce cross-team tension.

• Sales regained 8–12 hours per week of selling time.
• Managers reported 80% forecasting confidence, up from 40%.
• The team said it felt “lighter” because the process now worked with them, not against them.

 A 120-person tech company where the marketing and product teams struggled to meet deadlines.

• Work arrived through six different channels (Slack, email, Jira, hallway conversations, etc)
• Cycle times varied between 3 days and 27 days for the same type of task.
• 42% of the work was started but never finished.
• Teams felt they “worked all day, but nothing moved.” 

• Analysed two months of Jira data → identified 4 workload spikes caused by unclear prioritization.
• Mapped the actual workflow with the team → found 14 hidden handovers and 5 approval loops.
• Moved all requests into a single intake system and clarified ownership.
• Facilitated conversations to address emotional overload and “silent resentment” between two roles that constantly blocked each other.
• Introduced a weekly 45-minute prioritization meeting, replacing 6 fragmented ones.

• Average cycle time dropped from 18 days to 7 days.
• 68% fewer “urgent” tasks.
• Team reported a significant decrease in stress

 A national retail chain with 1000+ employees

• The leadership team managed 18 simultaneous initiatives.
• Nobody could clearly say which initiatives mattered most.
• Meetings were 90 minutes long on average and ended without decisions.
• Leaders privately admitted they felt stretched and unfocused.

• Analysed initiative timelines, resource allocation, and the historical success rate of large projects.
• Found that only 3 out of 18 initiatives had clear owners or measurable outcomes.
• Facilitated leadership alignment sessions to uncover unspoken concerns.
• Helped them prioritise down to 5 initiatives with shared agreements and expected behaviours.
• Introduced a monthly decision rhythm and a 15-minute weekly leadership sync.

• Strategic clarity improved immediately , leaders finally felt in control.
• Initiative completion rate doubled in 10 weeks.
• Meeting time decreased by 35%, with decisions actually being made.