Datacom developed a SaaS product with a strong fit for a global market but needed help to scale it. The team faced gaps in defining the go-to-market strategy, roadmap, and investment case. They required clear direction to support leadership and Board decision-making. Datacom engaged an experienced strategy consultant who facilitated and developed the go-to-market strategy. The work covered market analysis, value proposition, business model, an execution roadmap, and an investment case. The consultant delivered the engagement collaboratively with the client team, leadership, and the Board. The leadership team and Board endorsed the go-to-market strategy, investment case, and roadmap. The clarity and direction supported confident entry into a new market. The initiative delivered an incremental step change in SaaS revenue worth approximately $15 million in year-one new revenue.

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Westpac struggled with unhealthy feedback loops from teams to the Tribe view. Teams were struggling to control the amount and flow of work, to the point they felt like they were drowning in it. Seeing and understanding the work in progress of their teams was laborious. Westpac required a material reduction in epic cycle time and engaged a partner to deliver a Workflow Uplift solution. The approach built a data-informed method to address the related problems through hands-on training. Teams, service owners, and leaders were upskilled on practices and metrics to improve ways of working and tooling. As a result of implementing Workflow Uplift, Westpac reduced epic cycle time by 42%. Epics delivered quarterly increased 10% and epic efficiency rating increased 10%. Tracking and metrics enabled instant delivery report generation, cutting time to knowledge from 2 weeks to 2 minutes. Twelve months after the engagement, Data Central continued to apply the introduced practices and metrics.

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Turners & Growers selected SAP Integrated Business Planning (IBP) to support demand, allocation, fruit estimation, and production planning, replacing a mostly manual and non-integrated S&OP solution. The business needed a more efficient planning approach that could scale with the growth of its global apples business. It also required support to manage delivery across multiple stakeholders and vendors while standing up a fit-for-purpose testing capability. A blended team was assembled and integrated with Turners & Growers staff and external vendors to provide project management, change management, and solution testing. The project was structured to deliver four work packages, coordinated alongside the SAP Solution Architect and involving internal business experts, technology SMEs, and SAP specialists onshore and offshore. Change management was delivered in two phases, covering organisational change and communications, then technical change focused on acceptance, business readiness, training, and rollout. Testing was set up as an end-to-end service, including a testing strategy, tooling, and the introduction of a test lead and supporting test team. The first 3 work packages were delivered over 2022 and were adopted by the business during the year. The 3 work packages were operational by the end of 2022. As of early 2023, Turners & Growers moved into a business-led process to complete the final work package. The existing functionality was actively used to support planning for the 2023 apple season.

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NBN was rolling out a new network and rapidly scaling multi-hundred million dollar projects across multi-year phases. Access to quality talent at speed and cost-efficiently became an issue, creating problems delivering projects on-time, on-scope, and on-budget. Contractor and consulting onboarding averaged ~9 weeks, which drove critical delays. Line managers also brought in talent outside the process, creating onboarding/offboarding, risk, and compliance gaps. A managed service provider model was implemented across business units including corporate strategy, legal, finance, product & technology, and customer segmentation. Line managers were supported to assemble and disband squads rapidly around projects and problems. Hiring and project managers gained access to a pool of vetted talent at cost-efficient rates. The approach drove down costs and resourcing time through a direct delivery model, supplier margin optimisation and rate reduction, resource optimisation, work bundling and automation, rate benchmarking, and utilisation optimisation. NBN saved $60,000,000 over a three-year period on spending that would have otherwise gone to large consulting firms and staffing agencies. Overall rates were reduced by approximately 30%. Contractor onboarding quality improved, with 90% reporting they had everything they needed to be successful, up from a 15% baseline. The engagement also contributed to a reported shift toward a culture of high performance.

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Pizza Hut’s CFO needed additional support for year-end budget activities and accounts. The internal finance team was under pressure, creating capacity constraints. The CFO sought external help to ensure reporting requirements could be met within tight deadlines. Pizza Hut engaged a Financial Analyst to support the year-end accounts. The analyst worked directly with the CFO to develop forecasts, analyse budgets, and build profit and loss statements. The analyst also interpreted the CFO’s requirements and translated them into a clear, concise document for the executive team’s year-end reporting. Year-end budget activities were completed on time without undue burden on existing staff. The executive team received clear and concise documentation to support year-end reporting. The CFO noted the analyst quickly understood requirements, remained flexible, and helped ensure tight deadlines were met.

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