Cutting delivery lead times by 60% with agile and operational insight
Long timelines, thin coordination and no operational data to argue with. Within six months lead times were down 60% and leadership had trends they could act on.
- reduction in delivery lead times
- 60%
- client deliveries plus internal change
- 16
- supplier savings negotiated
- £100k
We applied agile across 16 client deliveries and a major internal change, and turned operational data into decisions.
- Client
- Globelynx
- Duration
- 9 months
- Sector
- Media and broadcast technology, United Kingdom
- Engagement shape
- Agile delivery and operational insight across 16 client deliveries and one internal change.
What we walked into
Globelynx had long delivery timelines, inconsistent coordination, and little operational insight. Teams could not prioritise effectively, and decisions across Operations, Partnerships, and Client Management lacked actionable data.
The work itself
Run against The Tenhaw Way, which is published in full and free to adopt without engaging us.
We introduced iterative planning, stand-ups, and retrospectives across 16 client deliveries and one internal change project, coordinated timelines and dependencies, renegotiated supplier engagements to cut cost and improve performance, and continuously collated operational data into trends leadership could act on.
What came out of it
- reduction in delivery lead times
- 60%
- client deliveries plus internal change
- 16
- supplier savings negotiated
- £100k
Within six months delivery lead times fell by 60%, client satisfaction rose, supplier relationships strengthened, and data-driven insight let teams make sharper strategic decisions, positioning Globelynx for scalable growth.
Why a buyer usually lands on this one
Written for the person arriving mid-programme with a question.
You cannot claim an improvement you never baselined
The 60% on this page is quotable because there was a measured before. Iterative planning, stand-ups and retrospectives across 16 client deliveries produced comparable data, and the reduction was measured against it.
This is the most common gap in the AI business cases we are shown. A firm proposes to automate a process it has never timed, then proposes to report the saving. Our audit exists partly to close that, because the cheapest week of an agentic programme is the one spent measuring the process you are about to change.
Cost is never only the model
The £100k of supplier savings here came from renegotiating engagements rather than from anything technical. It is on this page because AI programmes routinely present a build cost and omit the running one: inference, the vendor contracts around it, the reviewers you now need, and the tooling nobody cancelled.
An AI delivery partner that has never had to defend a supplier line in a profit and loss account will not spot that, and it is usually where the business case quietly fails in year two.
What this engagement does not claim
The same caveats the case studies hub carries, narrowed to this engagement so nothing here is a surprise to your analyst.
- 01
Not an AI engagement.
Agile delivery, supplier negotiation and operational reporting. No models, no agents.
- 02
The 60% is our measurement of our own work.
It was measured with the client from their delivery data over six months, and it has not been independently audited.
What transfers is the habit of baselining a process before claiming an improvement to it, and of counting the running cost of a change rather than only the cost of building it. What does not transfer is anything agentic. This was agile delivery, supplier negotiation and operational reporting, with no AI in it at all.
Programme & Delivery Management
We will govern the programme whether or not we are building any of it. £18k–£35k / month · Programme duration.
What that engagement coversOther engagements
Sector first, because that is the next question. All twelve are on the hub, grouped into the two we would call AI work and the ten we would not.
Roughly a year of stalled work, rebuilt as a working proof of concept in two weeks
12 months → 2 weeks, prior build effort rebuilt as a working proof of concept
Standing up the delivery engine behind a £40bn hydrogen business case
£40bn, business case underpinned
Landing the Discovery+ launch on a CEO-set deadline
6, development teams coordinated
Want the same thing, in your organisation?
A 30-minute call with James Rooney. We will tell you which parts of this we have done before and which we would be doing for the first time, and you will leave with a rough scope either way.
Most organisations start with a fixed-price Agent-Readiness Audit · £30k–£90k · 6–8 weeks