Analysis

What are the underlying issues?
From perception to facts.
Do you know what is happening in your technology ecosystem?

analysis
Strategy
operations

Technology failures are symptoms, not root causes.

Realigning business and technology ensures long-term success.

Technology is a mirror of business operations. When it fails, the root causes often lie beyond IT, in misaligned strategy, inefficient processes, cultural resistance, or fragmented teams.

The analysis phase is a holistic approach that examines technology landscape, business alignment, culture & teams, and client & provider ecosystem.

This phase is critical to move beyond surface-level fixes and uncover systemic inefficiencies. By identifying misalignment early, organizations can optimize investments, enhance collaboration, and build a scalable roadmap for sustainable transformation.

CASE STUDY 1

A Software Business failing
at delivering and produce revenue

Challenge

A software provider for the insurance industry, operating under private equity ownership, was struggling:

  • Loss-making business under private equity ownership
  • Unstable client relationships and fragmented global structure
  • Broken operations and delayed product deliveries leading to client dissatisfaction, unmet contractual obligations
  • Imminent risk of client losses and financial collapse

Approach

As Chief Operating Officer, I led a business rescueand transformation initiative, focusing on:

  • Operational Restructuring: delivery through lean teams and strategic global site review. (Pakistan vs. near-shore/Europe)
  • Governance & Execution: Strengthened governance to eliminate delays and deliver on commitments.
  • Cost Optimization: Reduced overhead while maintaining service quality.
  • Client Retention: Rebuilt trust and secured key clients and contracts. Mediation and exit plans analysis.
  • Strategic Refocus: Shifted to core offerings, exiting non-essential lines.

Results

Delivered measurable impact driving operational stability, financial recovery,
and client trust.

  • Product scope review: Refocused product on Claims, exited Policy business.
  • Restored operational execution: Improved delivery, reduced client escalations.
  • Reduced operating losses: Cut deficits from £16M to £4M; breakeven plan in place.
  • Optimized workforce: Streamlined from 250 to 50 staff while maintaining quality.
  • Stabilized customer base: Prevented attrition, secured key client projects.
  • Identification of value potential: For the umbrella organization.