Engagements across staffing, IT delivery, ERP and applied AI — each scoped against a number agreed before we started: time to fill, go-live date, backlog size, run cost. Client names withheld; references available on request.
A core modernization program lost its vendor mid-flight with a regulatory date fixed. We staffed eighteen senior Java, QA and DevOps engineers from our bench inside a month — every one still on the program a year later.
Two missed go-live dates, a fatigued core team and eroding executive confidence. We re-planned the cutover around business-critical periods, staffed the FICO, MM and ABAP gaps with senior consultants and ran the final mile. Hypercare closed in six weeks.
An AMS desk drowning in password resets and repeat incidents. We added an AI triage layer that classifies, routes and drafts responses, with engineers approving before anything ships. Backlog cleared in a quarter.
A utility moving from EBS to Fusion needed Financials, Procurement and HCM consultants simultaneously — a profile the local market couldn't supply. Our bench covered all nine module needs, blended onshore and offshore.
A retail group's monolith could only ship twice a year. Our pod — architect, six engineers, QA and a delivery lead — re-platformed it to microservices on Azure with CI/CD, moving them to fortnightly releases.
We deployed our screening stack inside a client's own talent team — resume parsing, skill matching, ranked shortlists — with recruiters making every final call. Interview-to-offer conversion improved alongside speed.
A distribution business acquired faster than its systems could absorb. We built a rollout template — data, training, cutover runbook — and repeated it across fourteen sites without disrupting shipping operations.
Two years of accumulating backlog under the previous vendor. We rebuilt the desk around problem management instead of ticket-closing — with AI-matched known errors — and cleared the queue with a smaller team.
Three acquisitions, three ERPs, three definitions of margin. We built a warehouse and semantic layer that reconciles them into one governed model — month-end reporting went from nine days to two.
Detailed write-ups and reference calls are available on request during evaluation.
Staffing and consulting are easy to fake with activity — CVs sent, hours billed, tickets closed. We avoid that by agreeing one primary metric and a baseline in week one, then reporting against it whether it flatters us or not.
Tell us the role, the system or the backlog. We'll respond within one business day with a concrete approach.