These summaries reflect the type of work we do. Client names, industries, and details remain private.
A leadership team received different explanations from different groups about why AI delivery had slowed. We mapped the structural patterns behind the disagreement, clarified ownership paths, and rebuilt the sequence.
The program regained predictable movement within six weeks.
Multiple pilots had been running for months with no path to production. We surfaced the blockers connecting the teams, aligned the decision structure, and set a shared definition of "done."
The organization shifted from experimentation to delivery.
A risk framework built for traditional IT was stopping AI work midstream. We worked with technical, legal, and operational leaders to redesign a lighter decision model without compromising controls.
Progress resumed through a clearer review path.
An external partner had become structurally embedded in key decisions. We restored internal ownership by clarifying roles and reconstructing the sequence around internal teams.
Delivery became sustainable without vendor drift.
A large program was running behind despite strong talent and funding. We rebuilt the work into an order that matched how the organization actually functioned.
The delivery plan stabilized, and leadership received consistent reporting for the first time.