Senior operators embedded in investor-backed businesses. Measured in the business.
4 days
Time to place
Interim CTO placed during a Series B close
Technology · United Kingdom · Leadership continuity
- The situation
- The CTO left mid-round. The funding round and the product rebuild were both exposed.
- What we did
- We placed a senior interim CTO within four working days.
- What changed
- The Series B closed, the product rebuild landed on schedule, and a permanent CTO started 11 weeks later.
7.7x
Return on fees
Predictive modelling on a chemical plant
Chemicals · Continental Europe · EBITDA improvement
- The situation
- The business needed margin improvement without spending capital to get it.
- What we did
- We put in a small senior team: a delivery manager, a data strategy architect and two lead data scientists.
- What changed
- 120,000 euro of savings inside two months, 7.7 times the cost of the engagement.
35%
IT overhead cut
Four IT businesses merged onto one M365 tenant
IT services · Benelux · Post-merger integration
- The situation
- Four acquired businesses were still running separately, slowing everything down ahead of a secondary sale.
- What we did
- We placed a collaboration architect with security and governance specialists to design one tenant.
- What changed
- Four tenants became one in 12 weeks, IT overhead down 35%.
40%
Cost of ownership
Cloud cost after acquisition-led growth
Banking · United Kingdom · Cost control
- The situation
- Fragmented infrastructure inherited through acquisitions, with no common governance model and cost sitting outside anyone's remit.
- What we did
- Senior multi-cloud architects and FinOps specialists embedded into the enterprise cloud function.
- What changed
- A substantial reduction in total cost of ownership and one governance model across business units.
0
Days of disruption
Carve-out without interrupting revenue
Industrial manufacturing · Continental Europe · Separation
- The situation
- A European divestment on a hard deadline, with order-to-cash processes and ERP dependencies shared with the parent.
- What we did
- A senior supply chain transformation operator designed the transitional operating model and decoupled the dependencies.
- What changed
- Separation completed with no operational disruption and a fully auditable process split.
100
Days to independence
Standalone technology readiness inside the TSA window
Business services · United Kingdom · Separation
- The situation
- Separation from a corporate parent with transitional service costs running and an aggressive independence deadline.
- What we did
- A dedicated carve-out programme lead and technical architecture team.
- What changed
- Technology independence achieved inside 100 days, with transitional service costs cut ahead of deadline.
12 to 4
Days to close
ERP stabilisation across a buy-and-build
Industrial manufacturing · Germany · Finance
- The situation
- Six sites, fragmented ERP landscapes and manual financial processes slowing the close while acquisitions continued.
- What we did
- A senior ERP programme architect and a finance transformation lead.
- What changed
- Monthly close cut from twelve days to four, with intercompany reconciliation automated across most entities.
6 wks
To a full risk register
Data governance ahead of an exit process
Healthcare services · United Kingdom · Exit readiness
- The situation
- Material data governance risk surfaced early in an exit process and threatened value.
- What we did
- A data governance architect and compliance specialists.
- What changed
- A complete risk register in six weeks, turning a red flag in due diligence into a point of strength.
3
Cloud providers unified
FinOps built from scratch
Global manufacturing · Pan-European · Cost control
- The situation
- Hundreds of applications across three cloud providers, with no line of sight from architecture to commercial reporting.
- What we did
- Senior cloud architects and financial governance specialists built a greenfield FinOps function.
- What changed
- Significant recurring cloud savings and real-time cost transparency for global business units.
90%
False positives removed
Security noise removed during a cloud migration
Financial services · Europe · Regulated delivery
- The situation
- Regulatory exposure during a core banking migration, with remediation teams buried in false positives.
- What we did
- DevSecOps specialists implemented compliance-as-code inside the delivery pipelines.
- What changed
- The large majority of false-positive alerts eliminated and an audit-ready, governed environment.
6 to 11
Pilots in delivery
Stalled AI pilots moved into delivery
Public healthcare · United Kingdom · AI delivery
- The situation
- An AI strategy that was not converting into clinical delivery, with governance and adoption pulling apart.
- What we did
- An experienced AI programme lead partnered with clinical directors and put programme discipline in place.
- What changed
- Six stalled pilots moved into active delivery within three months and clinical engagement widened substantially.
2 mths
To an independent team
Customer data platform handed over
Digital marketing · Netherlands · Handover
- The situation
- Pan-European brands each modelled data differently, making every campaign a bespoke build.
- What we did
- A platform expert and team lead took technical ownership and led a specialist team.
- What changed
- Per-client setup time cut sharply and the specialist team operating independently within two months.
$3M
Losses prevented
Coordinated fraud networks dismantled
FinTech · UK and Europe · Fraud
- The situation
- Legacy rules-based detection was missing organised fraud and revenue was leaking.
- What we did
- Senior data scientists designed a hybrid graph and machine learning detection framework.
- What changed
- Multiple fraud rings dismantled and millions in projected losses prevented.
£100K
Monthly losses avoided
Real-time fraud scoring for a scaling bank
Digital banking · United Kingdom · Fraud
- The situation
- Remittance fraud was undermining unit economics as volumes grew.
- What we did
- A specialist team deployed a graph-based scoring model inside the live transaction path.
- What changed
- A material monthly reduction in fraud losses with a measurable improvement in detection recall.
18%
Inventory reduction
Planning redesign that released working capital
Industrial manufacturing · Central Europe · Working capital
- The situation
- Tactical planning was disconnected from executive strategy, leaving inventory tied up.
- What we did
- Specialists redesigned the planning framework and implemented scenario modelling.
- What changed
- Double-digit inventory reduction and a stronger executive planning cadence.
Forecast accuracy
Step change
Automated pricing in a manual market
Freight and logistics · Europe · Pricing
- The situation
- Quote-level pricing depended on a handful of experts, limiting speed and consistency.
- What we did
- A forecasting model replaced manual expert pricing, then automated spot quoting was built on top of it.
- What changed
- A large improvement in forecast accuracy and a step change in net revenue on key accounts, with performance monitored in real time.
4 hrs
Board reporting time
Commercial visibility for the board
Professional services · United Kingdom · Reporting
- The situation
- CRM architecture did not reflect the investment thesis, so pipeline reporting was unreliable.
- What we did
- A senior CRM and commercial operations specialist designed a structured implementation.
- What changed
- Pipeline visibility aligned to actuals within a month and board reporting cut from days to hours.
100%
Sites on one model
Governance across multiple production sites
HR and finance · Netherlands and Belgium · Governance
- The situation
- HR and finance governance differed site by site, blocking a digital operating model.
- What we did
- An HR transformation operator redesigned governance and built the digitalisation roadmap.
- What changed
- Headcount budgeting aligned across the group for the first time, with clean governance at every site.
Forecast accuracy
Planning maturity beyond spreadsheets
Bulk chemicals · Netherlands and Belgium · Planning
- The situation
- Critical planning ran on spreadsheet workarounds, creating systemic operational risk.
- What we did
- A supply chain and planning specialist with deep sector expertise.
- What changed
- Measurably better reporting accuracy and spreadsheet dependency reduced across planning groups.
3 to 8
Workstreams synchronised
Multi-workstream programme governance
Chemical distribution · Pan-European · Programme governance
- The situation
- Milestones slipped because ERP, consolidation and treasury workstreams ran to different clocks.
- What we did
- A finance programme manager embedded into the European transformation office.
- What changed
- Workstreams synchronised under a shared cadence and slippage brought under control.
30%
Manual work removed
Fund services operational excellence
Fund operations · Europe and global · Automation
- The situation
- Portfolio complexity and international scaling were outrunning manual operational processes.
- What we did
- A senior fund services specialist led operational excellence and systems modernisation.
- What changed
- A third of manual processing time removed through systematic automation of compliance and accounting workflows.
Deploy frequency
Step change
One engineering platform through hyper-growth
Technology · United Kingdom · Platform
- The situation
- Rapid engineering expansion with inconsistent delivery practice across hundreds of services.
- What we did
- Projekt4 led the creation of a unified internal developer platform.
- What changed
- Faster idea-to-production cycles and higher deployment frequency with fewer incidents.
7
Senior hires in 8 weeks
A cloud and security team built in eight weeks
Growth-stage technology · United Kingdom · Team build
- The situation
- Heavy dependency on consultancies and no in-house foundation for security, reliability or cost control.
- What we did
- A blueprint for the team, then seven senior hires across application security, SRE, cloud platform, developer experience and FinOps, mixing contract and permanent.
- What changed
- A full team operating in eight weeks, selected for people who change both the technology and the culture around it.
Eng velocity
Held through growth
Platform leadership at Series A
Financial technology · Germany · Platform
- The situation
- Series A operating disciplines and security alignment were missing under high-value infrastructure.
- What we did
- An engineering manager placed to lead the platform team and own the infrastructure roadmap.
- What changed
- Velocity maintained through headcount growth and pipeline reliability materially improved.
6 wks
To both roles filled
Continuity through leadership change
PropTech · Netherlands · Leadership continuity
- The situation
- Structural leadership change mid-expansion put the product roadmap at risk.
- What we did
- A tech team lead and a lead backend engineer sourced and placed within six weeks.
- What changed
- No disruption to the roadmap and technical continuity maintained across the stack.
Board approved
Roadmap and shortlist
From legacy frustration to an investable case
Impact investing · Northern Europe · Technology assessment
- The situation
- Long-standing frustration with legacy platforms, but no business case a board could act on.
- What we did
- A Projekt4 expert led the technology assessment and mapped the full landscape.
- What changed
- A board-approved roadmap and a clear platform shortlist, delivered on schedule.