The company wanted to increase sales by providing customers, merchants, and partners with access to new and innovative financial products and services, consolidate and standardize global business processes onto a common platform, and lower operating costs.

The company was planning to develop and roll out a new HR product that heavily relied on AI and machine learning. They needed an independent viewpoint with recommendations to improve the product strategy and development approach to ensure market success.

The company relied on a very successful manual, rapidly aging and end-of-life business intelligence platform to support their entire business, including sales, client-facing products and solutions, service, and support. They wanted to validate if a new platform would be a good investment and spark new products and services based on AI/ML.

The company was losing market share and wanted to understand better how their product compared to similar products in a rapid and fast-changing competitive marketplace undergoing significant change.

The company had experienced significant growth and success, but appeared to be massively undervaluing and not capitalizing on some key assets and intellectual property they had purchased or developed. Many were not even on the books or siloed in departments. They needed to understand what was valuable, a risk or issue, and how best to maximize and exploit asset value and minimize or eliminate those assets not producing value or creating risk.

The client sought to improve performance and expedite a very complex global data transformation and conversion project that was behind schedule and over budget and if not improved could delay the release of an ERP and modernization program with expected budget close to $1b.

The company's founders had developed a "first of its kind" application to centralize and manage social media content from popular services. The founders, while brilliant, possessed limited experience bringing a product to a market-ready state or setting a company up to operate.

Growth, market, and supply chain changes and reduced barriers to entry had leadership concerned they would lose their competitive edge and market position. They felt they needed to perform better in a commodity-driven industry where timely, accurate, and trustworthy information is essential for effective management, decision-making, and profitability.

The company wanted to be first to market and expand its industry-leading position by creating new revenue-generating opportunities through new AI and data-driven analytics products and services.

After growing rapidly from $100m to $700m in a few short years from acquisition and organic growth, the leadership team and business needed to ensure its innovation strategy and tools could keep up and stay one step ahead of the competition.

After multiple acquisitions and growth, the company recognized the need to develop a strategy plan to transform, organize, and modernize the enterprise business resources and assets in alignment with company goals.

The company wanted a unique flagship application that it could internally utilize to improve the hiring process, and externally license to existing customers and non-customers to drive additional revenue.

The company lacked visibility into the financial performance and status of a large and dynamic commercial real estate development portfolio (2.5b+) as projects moved from site selection, through land acquisition, development to active leasing.

The trade-only retail business was not performing to industry standards and benchmarks even though they had above average foot traffic and the company wanted answers on how to improve sales.

This 100b+ company wanted to increase sales revenue in their SMB division by producing and distributing a platform to deliver sales, marketing, product content, and pricing tools in a cost effective way while showcasing new voice automation technology.

The company believed it could operate more efficiently after multiple acquisitions and significant growth. The current operational systems and business processes were highly manual, error-prone, spreadsheet-driven, outdated, unreliable, and lacking many financial controls. Leadership wanted a better way to support customers, integrate acquisitions, manage and streamline financial reporting, operations, inventory, manufacturing, service, and logistics processes, and make better-informed decisions.