Four engagements, real numbers
No anonymised weasel-stories. Four mandates, named clients, durations, the team shape we ran, and the measurable outcome. If something isn't public, we've said so — and we're happy to walk you through the detail under NDA.
Global brewer · ~160,000 FTE · 2018–2024
AB InBev — scaling analytics squads and instrumenting delivery
Context Global digital transformation across analytics, e-commerce and supply chain. Squads shipped, but leadership had no trustworthy view of engineering health, and delivery commitments drifted.
What we did Led analytics & digital transformation across regions. Scaled a 25-person squad on the PerfectDraft product. Introduced DORA metrics as the standard engineering health baseline. Rebuilt the weekly delivery cadence around four rituals leadership could actually act on.
Role Embedded interim leadership inside the transformation programme, 6 years across multiple mandates.
~30%
analyst productivity uplift
DORA
adopted as engineering scorecard
PE-backed digital studio · 50 FTE · 2017–2024
Primotly — from founder-mode to self-running operator
Context Fast-growth digital studio stuck in founder-mode. Financing concentrated in a single stream. No operating model capable of running without the founders.
What we did Scaled the studio from founder team to 50 FTE. Diversified financing across multiple streams. Introduced automation and data visibility inside operations. Built the operating model and management layer so the business could run independently of the founders. Anchor enterprise client: IPSOS (data platform delivery).
Role Co-Founder & Managing Partner, 7 years. Transitioned out into an investor/advisor role once the operating structure held.
50
FTE grown from founder team
Self-run
operating structure at exit
IPSOS
anchor enterprise client
SaaS / CX · post-merger integration · 2025–present
Welyo (ex Focus Telecom + Systell) — greenfield HR after the merger
Context Two merged companies, two cultures, two sets of policies, no harmonised HR function, and no way to measure people performance against the business plan.
What we did Built the HR function greenfield. Harmonised structures, culture and policies across both legal entities. Introduced KPI/OKR-driven performance management cycles tied to the post-merger business plan. Brought HR into the executive decision cadence for the first time.
Role Head of HR (Adrianna Huber), 03.2025–present.
2→1
legal entities harmonised
KPI/OKR
performance cycles live
CEE private equity portfolio · 2021–2023
Abris Capital portfolio — operational & tech due diligence
Context A PE fund needed independent practitioner due diligence on growth-stage portfolio candidates — commercial model, tech stack, operating reality — before committing capital and after, to shape the value-creation plan.
What we did Ran commercial, tech and operational DD on targets including WDX and Versabox. Stress-tested business models. Flagged delivery and platform risks the data room didn't surface. Produced decision memos for the IC and follow-up operational redesigns post-deal.
Role Strategic advisor, multiple mandates, 2021–2023.
IC-ready
decision memos delivered
Post-deal
operational redesigns executed
CEE
growth-stage targets covered
A word on what's here. These are engagements the two of us led personally, in the roles and durations stated. Where numbers are attributable to our direct work we've put them in. Where the business outcome is confidential, we've described the structure instead of inventing a metric. For anything else — client references, deeper detail, engagement terms — ask us directly under NDA.