Reading the case studies: practical answers.

AI builds need clear ownership, delivery and adoption around them. The collection includes PPL's document-to-BI and HSBC's voice-insights proofs of concept, alongside product delivery, PMO and operating-model work. Microsoft's EMEA case adds Copilot adoption inside a live programme-reporting routine. Each case identifies the client or founder role, the work and the stage reached.

The current index covers thirteen engagements. Eight were delivered under the Tenhaw banner or by James personally on contract before incorporation: PPL, Anglo American, Yondr, Greggs, Colart, Tecknuovo, Globelynx and YOOX NET-A-PORTER. The three HSBC cases, Discovery and Microsoft describe James's roles inside those organisations. The two PPL write-ups cover one engagement.

Each case states its own stage. PPL's PDF-to-BI build and HSBC Voice Insights reached working proof of concept; the HSBC annual-hour figure is a projection. PPL's wider engagement developed and practised operating guides on live work. HSBC GPS design and pilots are complete, while global rollout is in progress. Microsoft's reporting and Copilot routines were implemented and handed over within James's contractor role.

Both cover one completed six-month engagement at Placing Platform Limited, the London market digital placing platform. The technical write-up follows the two-week PDF-to-BI working proof of concept. The operating-model write-up covers readiness, the build and the eight-week adoption project across Product, Engineering and QA. They are separate views of the same engagement, with links between them.

A six-month Embedded Agentic Lead engagement with Placing Platform Limited (PPL). Month one was an audit that took ownership of whatever was blocking delivery. Month two rebuilt roughly twelve months of stalled PDF work as a working proof of concept in two weeks, pair-programmed with a client engineer who put their confidence at 70% at the end of the fortnight. An eight-week project then took the agentic way of working to Product, Engineering and QA, ending with operating guides proven on live work and a team ready to continue without Tenhaw. On one front-end epic, an outcome ticket built with Claude in the agentic workflow shipped 54 front-end changes against 1 for a prescriptive story, in a similar cycle time.

Several, each stated in the write-up it comes from. Globelynx cut delivery lead times by 60% within six months. Discovery+ hit a CEO-set launch date across six development teams. Greggs got data proving that tackling tech debt accelerated delivery. HSBC's executive team completed annual planning ahead of schedule for the first time in years, with blockers cleared in days rather than weeks. The insurance engagement rebuilt roughly twelve months of stalled work as a working proof of concept in two weeks. On one of its front-end epics, an outcome ticket built with Claude in the agentic workflow shipped 54 front-end changes against 1 for a prescriptive story, in a similar cycle time. Where a number is a projection rather than a banked saving, the write-up says so.

The case studies cover banking and insurance-market infrastructure through HSBC and Placing Platform Limited; retail, ecommerce and media through Discovery, Greggs, Colart, YOOX NET-A-PORTER and Globelynx; and industry, energy and data centres through Anglo American, Yondr and Microsoft EMEA Data Centre Operations. The HSBC and Microsoft cases describe James's roles inside those organisations. The Tecknuovo case adds portfolio governance across nineteen projects, including work for HMRC, MOD and Thames Water delivered by Tecknuovo teams. Each case states the role, scope and stage reached so you can judge how the experience applies to your work.

Yes, and two of the case studies were structured around exactly that. The Anglo American engagement ran digital teams across the UK, Australia and the USA, with delivery run asynchronously by necessity and throughput data feeding Monte Carlo forecasts, so alignment did not depend on shared office hours. The Yondr engagement ran remotely across the UK, USA and Singapore, reinforced with on-site workshops, and had development teams producing consistent sprint output within three months. Distributed delivery is a demonstrated part of this track record rather than an aspiration.

HSBC Global Payment Solutions is the largest operating footprint: James co-led the design and piloting of a target operating model for 500 teams and a $450 million budget, due for global rollout now in progress. Alongside it sit executive ways of working across 150+ teams and a $102 million budget at HSBC, coordination of five agile teams on YOOX NET-A-PORTER's £1 billion re-platforming, and the delivery engine behind Anglo American's £40 billion hydrogen business case. The write-ups are precise about what those numbers mean: scope rather than authority, and piloted rather than rolled out where that is the truth.

The proof-of-concept write-up identifies the current production offer as the 90-day outcome programme at £120,000 or £180,000 fixed, with the exact scope agreed before starting. Programme oversight alone remains £18k–£35k a month. These are current equivalent prices, not historic client fees. The underlying rates are £1,560 per partner day, £1,250 per senior day and £950 per associate day, excluding VAT.

From three months to eighteen. Three months is the shortest, covering HSBC's executive ways of working and the HSBC Voice Insights proof of concept. The longest is Anglo American's hydrogen venture at eighteen. Six months is the most common shape on the page: the specialty insurance engagement, Yondr, Greggs, Colart and the HSBC Global Payment Solutions operating model, with Tecknuovo and Globelynx at nine, Discovery+ at ten and YOOX NET-A-PORTER at twelve. Length follows the outcome rather than a contract term: engagements are retainer-shaped, with the exit date agreed at kickoff and 30 days' notice either side.

Five of the fourteen. The hub sorts the write-ups into three disciplines, and the target operating model group holds the PPL agentic operating model, HSBC Global Payment Solutions, HSBC executive ways of working, Tecknuovo and Yondr: structure, roles, decision rights and governance, designed and piloted at scale rather than drawn on a slide. Two write-ups sit under AI and agentic, where the AI itself was the deliverable, and six under product and delivery. Each write-up sits under one discipline only, so the groups sum to the fourteen. The insurance engagement is the one that appears in two. If operating model design is what you are shopping for, start with the Global Payment Solutions write-up: 500 teams, a $450 million budget, piloted and validated before any rollout.

The capability, and several write-ups say what that looked like. By the end of the ten months on Discovery+, both the Discovery+ and Eurosport teams could run the forecasting and tracking practices autonomously. Tecknuovo kept a fully functional portfolio office and a junior delivery team coached on the live portfolio rather than in a classroom. Yondr could plan holistically, with predictable output across development, support and security. The insurance engagement left operating guides proven on live work, and at the end of the two-week build the client engineer who pair-programmed it put their confidence at 70% that they could run the process unaided. Exit dates are agreed at kickoff, so leaving well is the design rather than the ending.

Delivery that has stopped being predictable, and rarely with the technology at fault. Read the openings of the thirteen engagements together and the pattern is consistent: a specialty insurance programme stalling in the gaps between product, engineering and platform; a payments division of 500 teams where every region ran its own processes; a CIO's executive team with no shared way to track strategic initiatives; global teams at Yondr delivering so erratically the business could not plan past a quarter; three merged teams at Colart that stopped shipping; an app team at Greggs stood up in a rush and no longer trusted by the rest of the business. Nobody in those situations was underperforming individually. The connective tissue was missing.

Only within agreed permissions. The PPL engagement is now named as Placing Platform Limited, while its detailed architecture, prompt and review approach, and private working history remain confidential. Permission to name an organisation is separate from permission to publish its technical material. Nothing about your name or estate goes on this site outside the agreed scope.

Yes. The specialty insurance build ran from a blank repository on Azure inside the client's own regulated estate, with a security review roughly every fifth prompt, and the output lands in an internal dashboard the business already uses rather than a tool that only exists while we are there. The business logic layer stayed the client's own rules, the client owns all work product, and the fortnight was pair-programmed with one of their engineers. It is a working proof of concept, and the eight-week project that followed stayed inside the client's existing tool stack, under client identity and least privilege. The HSBC Voice Insights proof of concept ran inside the bank too, one of James Rooney's delivery and transformation roles rather than Tenhaw-banner work.

You can read the named case studies, the published method and the engineering handbook before speaking to us. Each case identifies the role James held and the work delivered, including whether it reached a proof of concept, a pilot or a wider rollout. The method is free to adopt, and the open-source engineering handbook sets out 72 rules. Tenhaw LTD is on the public register as company 12735685, incorporated on 10 July 2020. Published service prices let you assess the commercial scope too: the 90-day outcome programme is £120,000 or £180,000 fixed, excluding VAT, pre-agreed expenses and model/platform usage.

Yes, and the clearest case is on this page. Anglo American's hydrogen venture existed to find out whether mining could run on hydrogen-powered trucks, and the decisive finding the digital teams produced was that those trucks were not yet cost-competitive, so leadership invested with eyes open rather than late. The same runs through the smaller calls: the Tecknuovo write-up says a handful of projects rarely justifies a portfolio office, and the Yondr one says a single team that needs its ceremonies run properly should hire a coach instead of us. On the £44,000 four-week audit, a recommendation to stop is a valid outcome, and the audit is standalone with no obligation to continue.

The two engagements where AI was Tenhaw's deliverable are both financial services: the PPL insurance build and the HSBC Voice Insights proof of concept. What transfers is the pipeline rather than the sector. Documents are extracted to markdown so a person can still see what the model read, narrowed to the fields the business needs, normalised, then enriched with the provenance of each source. The layer carrying PPL's own domain rules is the client's rather than ours, and the write-up says it is the layer that changes most often. Whether that shape suits you is a question about your documents: the insurance corpus was PDFs, and a workflow built on structured system data starts somewhere else.

Ask the things Tenhaw has already committed to in writing here, because a former client can confirm or puncture them. Ask what stayed behind: ten months on the Discovery+ launch ended with the Discovery+ and Eurosport teams running the forecasting and tracking practices on their own. Ask whether they were told something unwelcome, as Anglo American's leadership was when the digital teams found hydrogen trucks were not yet cost-competitive. Ask how fast the first change showed: Yondr's development teams reached consistent sprint output within three months across the UK, USA and Singapore. Whether you would be buying that delivery work or an agentic build is a separate question, because only two of the thirteen had AI as the deliverable.

The write-ups draw that line themselves, and in one case Tenhaw did not build the thing at all. The Colart study is explicit: we designed the agile processes and Jira workflows, and the engineering was Colart's own people, unblocked. On the insurance build the client's engineer paired on the entire fortnight, so that result is shared by construction, and the 70% confidence figure is that engineer's own number rather than ours. Globelynx is the opposite case: lead times fell 60% within six months, and the study says plainly that this is our measurement of our own work and has not been independently audited. What none of it settles is how much of your result would rest on your people.

Production engineering against the organisation's own security standards, which is a different job from the fortnight that proved the capability. The fortnight produced a working proof of concept: PDFs in, enriched data out, business intelligence on a dashboard the business already used, built from a blank repository on Azure with a security review roughly every fifth prompt. An eight-week project then took the agentic way of working to Product, Engineering and QA, finishing with operating guides proven on live work and a team ready to continue without Tenhaw.

Enough to matter, and the studies say where it went. On Tenhaw's specialty insurance engagement one of the client's own engineers pair-programmed the entire two-week build. Tecknuovo's junior team members were coached in portfolio management while the live 19-project portfolio ran rather than in a classroom. HSBC's executive team gave a daily stand-up three months of its own diary. Greggs' non-technical teams sat in prioritisation workshops and alignment sessions alongside Product. The pattern holds across the twelve: the time comes from the people who will own the thing afterwards, not a project team assembled to host a supplier. How many hours that is depends on whether you want the capability to stay in-house or only the system built.

No. Nothing Tenhaw sells has to be bought as a programme: the AI Readiness Audit is £44,000 fixed over four weeks, standalone, ending in working prototypes, with no obligation to continue and a recommendation to stop a valid outcome, and an Agentic Proof of Concept is £20,000–£55,000 fixed over two to four weeks. The insurance engagement is the one this page shows from the inside: month one was an audit, and the month-two build followed from what that month found rather than from a signature for the year. What a first month cannot settle in advance is whether the second one is worth buying.