Selected work

What the work looks like in practice

Each record is anonymised to a stated standard: geography and scale stay, because they are what makes a claim mean anything; names and identifying detail go. Each links to the engagement type that addresses it.

Global insurance brokerage

United States · Global

The situation: A global marketing organisation with twenty-plus AI initiatives across seven regions, and no reliable way to say which of them mattered.
The constraint beneath it: Initiative volume had outrun the decision system. Nothing decided what deserved to exist, so everything did.
The mandate: Establish how the portfolio should be decided, governed and adopted across the seven regions.
The intervention: An operating model, governance rubric and change programme for the whole portfolio.
The decision it enabled: Which initiatives to fund, challenge or stop, on stated grounds rather than on whoever argued hardest.
The capability installed: A decision rubric and enablement structure the marketing organisation runs with its own people.

Institutional Design

Diversified conglomerate

South Asia

The situation: A diversified group's annual planning cycle, running on assembled spreadsheets and assertion.
The constraint beneath it: Plans arrived at the board as positions to be defended, not evidence to be examined. Challenge was social rather than structural.
The mandate: Bring structured challenge and reconciled numbers into the group planning cycle, without moving any target or decision out of human hands.
The intervention: An AI layer over the group's business planning: structured challenge of every business unit's plan, financial reconciliation, live cashflow scenarios and board reporting.
The decision it enabled: Whether a business unit's plan survives examination, on reconciled numbers rather than on advocacy.
The capability installed: A planning cycle that challenges its own inputs, with every target and every decision still taken by people.
Evidence: Reconciled financials and live cashflow scenarios carried into board reporting.

Institutional Design

Operational risk practice

United Kingdom · EU

The situation: A governance, risk and compliance practice advising institutional clients across London and the EU, whose operational-risk guidance reached those clients as reports and periodic reviews.
The constraint beneath it: Operational risk is taken in the flow of work, so guidance that arrives in a document arrives after the decision it was meant to shape. Generic guidance compounds it: a recommendation that does not derive from an institution's own policies reads as somebody else's opinion.
The mandate: Move the practice's operational-risk guidance from periodic reporting to the point at which the work is actually done.
The intervention: Platforms built for the practice to serve its own clients, putting operational-risk recommendations at the point of use and deriving each one from that client's internal policies, data practices and ways of working.
The decision it enabled: Whether a given way of working meets the client's own stated policy, at the moment it is being chosen.
The capability installed: Guidance derived from each client's own policies rather than from a generic standard.

Institutional Design

Pension organisation

Mexico

The situation: A large fund whose fragmented systems produced numbers its leadership could not fully trust.
The constraint beneath it: Operating decisions were being taken on reconciliations nobody could stand behind.
The mandate: Establish whether the fund's numbers could be relied on, and what it would take to make them so.
The intervention: Group-wide modernisation and value-unlock diagnosis: fragmented systems brought to trusted numbers and operating leverage.
The decision it enabled: Which modernisation to fund first, and on what grounds.

Executive Diagnosis

Cross-border payments

Global

The situation: Payments and remittance infrastructure spanning thirty-seven countries: the systems through which money actually moves.
The constraint beneath it: Institutional standard was not optional; the infrastructure had to be built and governed to survive regulators in every market it touched.
The mandate: Build and govern the infrastructure to a standard that holds in every market it touches.
The intervention: The infrastructure built and governed to institutional standard across all thirty-seven markets.
The capability installed: Infrastructure a regulator can examine in each market it operates in.
Evidence: Governed to institutional standard in all thirty-seven markets.

Governed Intervention

These records carry the decision and the capability rather than a figure. We publish a quantified outcome only where a client has validated it for publication, and none is yet cleared. Reference conversations can be arranged directly with the people who need them.

We take on a small number of engagements at a time.

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