Project examples
Real situations owners and managers bring to us.
Retail network
Company type and scale
8-12 weeks18 stores, 2 warehouses, team of about 140 people
Problem
- stock numbers did not match across stores and warehouse
- part of sales was missing in reports
- daily revenue summary was prepared manually
What we did
- connected accounting, tills, and warehouse
- introduced unified order and return statuses
- set up discrepancy control for stock
- built daily management report
- trained staff on new process
Result
Reduced stock discrepancies by 34%.Cut daily report preparation from 2 hours to 20 minutes.How we measured
Via stock discrepancy reports and time to prepare the daily summary.
“We stopped arguing about numbers and started discussing decisions.”
Hardest part
The hardest part was aligning one accounting standard across all locations without stopping operations.
Service company
Company type and scale
6-9 weeksAround 90 employees, 25 field specialists
Problem
- requests were lost between calls, chats, and spreadsheets
- response deadlines slipped
- management had no clear view of team workload
What we did
- merged all incoming requests into one flow
- set clear statuses and ownership for each step
- added alerts for critical delays
- defined prioritization rules for urgent cases
- built reports on response speed and completion quality
Result
Reduced lost requests by 41%.Improved first response time from 55 to 18 minutes.How we measured
By share of lost requests and average time to first response.
“We stopped firefighting and started managing request flow.”
Hardest part
The hardest part was agreeing one handling standard across different departments.
Wholesale and distribution
Company type and scale
7-10 weeksAbout 45 sales managers, 3 regional warehouses
Problem
- sales stages differed by team
- forecast quality was unstable
- loss reasons were not recorded consistently
What we did
- defined one deal journey for all teams
- introduced mandatory stage filling rules
- built conversion reports by stage
- added report on loss reasons
- ran weekly review sessions with team leads
Result
Improved sales forecast accuracy by 27%.Reduced manual pipeline corrections by 48%.How we measured
By forecast accuracy and volume of manual pipeline corrections.
“Forecast became a practical management tool, not a weekly formality.”
Hardest part
The hardest part was enforcing consistent data discipline across all managers.
Project-based manufacturing
Company type and scale
10-14 weeks2 production sites, about 120 employees
Problem
- purchasing, production, and shipping were disconnected
- delays were noticed too late
- project stage visibility was weak
What we did
- mapped the process from order to shipment
- introduced control points by stage
- set alerts for timeline risks
- built weekly project status report
- fixed ownership by stage
Result
reduced unplanned timeline shifts by 29%cut change-approval time from 3 days to 1 dayHow we measured
By share of unplanned timeline shifts and time to approve changes.
“Now bottlenecks are visible before deadlines slip.”
Hardest part
The hardest part was synchronizing statuses between production, purchasing, and logistics.
Online commerce
Company type and scale
8-11 weeksOnline store plus marketplaces, over 3000 orders per week
Problem
- orders from channels were consolidated manually
- returns and statuses often conflicted
- margin reports were delayed
What we did
- connected order channels with accounting and warehouse
- introduced unified order and return statuses
- set automatic document export
- built margin report by product and channel
- added data quality checks before reporting
Result
reduced manual order handling by 52%cut channel-margin reporting from 6 hours to 35 minutesHow we measured
By time spent on manual order handling and speed of channel-margin reporting.
“We no longer close reports at night; channel economics is visible during the day.”
Hardest part
The hardest part was unifying return-handling rules across channels.
Professional services firm
Company type and scale
6-9 weeksLegal and advisory firm, 4 practice areas, about 70 employees
Problem
- projects were managed in separate spreadsheets and chats
- leaders had limited visibility of team capacity by practice
- final project reporting took too much time
What we did
- defined one project flow from request to closure
- introduced unified task statuses and deadline control
- set alerts for delay risks
- built team-capacity and output report by practice
- added one standard final report template for clients
Result
reduced final report preparation from 4 hours to 45 minutesreduced overdue tasks by 31%How we measured
By time to prepare the final report and share of overdue tasks.
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Hardest part
The hardest part was aligning different practice teams to one delivery standard without disrupting existing client work.