Example engagements
See how an engagement could unfold in an organization like yours
Follow a fintech in Lagos, a logistics company in Accra and a family manufacturer in Nairobi from the problem they faced to the capability they kept.
A fintech after its Series A round
Led with the Chief Operating Officer
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The situation
Headcount grew from forty to a hundred and sixty in eighteen months, and a new licence brought heavier compliance obligations. Decisions still ran through the founders, and product, risk and operations each kept their own version of the numbers.
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The engagement
The diagnostic focused on operating rhythm and risk governance. We matched a former chief operating officer of a regulated payments business with a risk practitioner, and a capability sprint built a weekly operating review and a working risk committee.
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What changed
The chief operating officer now runs the weekly review without outside help, the risk committee has clear escalation routes, and managers own their own measures.
A logistics company entering its first francophone market
Led with the Chief Executive Officer
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The situation
The company held a strong position in Ghana and was expanding into a market with a different language, different regulation and a country manager hired from outside the business.
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The engagement
Capability mapping focused on cross-border expansion. We matched a practitioner who has led several West African country launches, and the work covered a launch playbook, coaching for the new country manager and decision rights between head office and the country team.
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What changed
The company has a country operating model with clear decision rights, and a launch playbook it can reuse for its next market.
A family manufacturer modernizing its operations
Led with the Managing Director
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The situation
After thirty years in business, the company had loyal staff and ageing systems. Output had stalled, and the next generation of managers had never worked anywhere else.
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The engagement
The diagnostic covered leadership and operations. We matched a former plant operations leader, ran data analytics training for supervisors on the company’s own production data, and set up a daily production review.
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What changed
Line-level performance data is reviewed every day, and supervisors run their own improvement meetings.
Start with a conversation about where your organization is going
A diagnostic is the first stage of every engagement, and it begins with your leadership team.
