Clients we've worked with
We're a Technology Agnostic Delivery Partner
Our approach ensures clients receive tailored delivery practices, regardless of their technology stack.
From product discovery to driving development, we pride ourselves on providing data driven and customized solutions that empower clients to achieve sustainable success.
Case Studies
Read about the wide breadth of work we've been fortunate to be involved in
Anglo American
An internal start up was formed to tackle this challenge. The first objective was to prove that both a truck can run on hydrogen and that a mine site could produce enough hydrogen to run operations. We were the first delivery team suppliers to be engaged, to set up and run multiple digital teams across Data, Simulation and DevOps to support the business objective of proving this could be done and be financially viable.
We set up and ran a lightweight blueprint for agile ways of working, so that new team members were onboarded, everyone was aligned on what was expected. This allowed us to put data at the heart of our decision making. As the team grew, this was rolled out across the UK, Australia and the USA.
All teams around the world understood the expectations of delivery, and we were able to underpin a £40 billion business case with simulation data and real world scenario planning. This internal start up spun out and became "FirstMode", who develop and manufacture decarbonization solutions for heavy industry partners dedicated to the clean energy future.
We spent 18 months working across all digital teams.
Anglo American
An internal start up was formed to tackle this challenge. The first objective was to prove that both a truck can run on hydrogen and that a mine site could produce enough hydrogen to run operations. We were the first delivery team suppliers to be engaged, to set up and run multiple digital teams across Data, Simulation and DevOps to support the business objective of proving this could be done and be financially viable.
We set up and ran a lightweight blueprint for agile ways of working, so that new team members were onboarded, everyone was aligned on what was expected. This allowed us to put data at the heart of our decision making. As the team grew, this was rolled out across the UK, Australia and the USA.
All teams around the world understood the expectations of delivery, and we were able to underpin a £40 billion business case with simulation data and real world scenario planning. This internal start up spun out and became "FirstMode", who develop and manufacture decarbonization solutions for heavy industry partners dedicated to the clean energy future.
We spent 18 months working across all digital teams.
Anglo American
An internal start up was formed to tackle this challenge. The first objective was to prove that both a truck can run on hydrogen and that a mine site could produce enough hydrogen to run operations. We were the first delivery team suppliers to be engaged, to set up and run multiple digital teams across Data, Simulation and DevOps to support the business objective of proving this could be done and be financially viable.
We set up and ran a lightweight blueprint for agile ways of working, so that new team members were onboarded, everyone was aligned on what was expected. This allowed us to put data at the heart of our decision making. As the team grew, this was rolled out across the UK, Australia and the USA.
All teams around the world understood the expectations of delivery, and we were able to underpin a £40 billion business case with simulation data and real world scenario planning. This internal start up spun out and became "FirstMode", who develop and manufacture decarbonization solutions for heavy industry partners dedicated to the clean energy future.
We spent 18 months working across all digital teams.
Discovery+
To launch Discovery+, the business needed to coordinate 6 development teams to re-design and merge content within a strict timeline.There was a fixed deadline as the CEO announced when Discovery+ would launch. We were engaged to run the main visual re-brand team across all platforms. After some quick analysis, there was way too much work for the team to do in the time allotted.
We took a data driven approach, and changed the way we used Story Points (updating them once work was done so they better reflected capacity, not what we thought capacity would be). After 3 sprints of working this way, we showed our Happy, Normal and Sad path to the Head of Delivery. With 10 sprints remaining, we clearly demonstrated that without additional capacity, we would likely miss the deadline.
Daily suggestions on how improve delivery and quality
We spent 10 months working across both Discovery+ and Eurosport - leaving them with the tools they needed to manage their delivery without our guidance.
Discovery+
To launch Discovery+, the business needed to coordinate 6 development teams to re-design and merge content within a strict timeline.There was a fixed deadline as the CEO announced when Discovery+ would launch. We were engaged to run the main visual re-brand team across all platforms. After some quick analysis, there was way too much work for the team to do in the time allotted.
We took a data driven approach, and changed the way we used Story Points (updating them once work was done so they better reflected capacity, not what we thought capacity would be). After 3 sprints of working this way, we showed our Happy, Normal and Sad path to the Head of Delivery. With 10 sprints remaining, we clearly demonstrated that without additional capacity, we would likely miss the deadline.
Daily suggestions on how improve delivery and quality
We spent 10 months working across both Discovery+ and Eurosport - leaving them with the tools they needed to manage their delivery without our guidance.
Discovery+
To launch Discovery+, the business needed to coordinate 6 development teams to re-design and merge content within a strict timeline.There was a fixed deadline as the CEO announced when Discovery+ would launch. We were engaged to run the main visual re-brand team across all platforms. After some quick analysis, there was way too much work for the team to do in the time allotted.
We took a data driven approach, and changed the way we used Story Points (updating them once work was done so they better reflected capacity, not what we thought capacity would be). After 3 sprints of working this way, we showed our Happy, Normal and Sad path to the Head of Delivery. With 10 sprints remaining, we clearly demonstrated that without additional capacity, we would likely miss the deadline.
Daily suggestions on how improve delivery and quality
We spent 10 months working across both Discovery+ and Eurosport - leaving them with the tools they needed to manage their delivery without our guidance.
Yondr
The global digital team had a vast amount of experience, but yet struggled to predictably deliver outputs. This meant the business couldn't plan further than a quarter ahead, which was causing headaches across the business. We were asked to quickly ensure predictability across their digital teams, with a particular focus on the UK and the USA.
We implemented a data driven approach to planning, introducing estimating using Story Points (and updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also implemented Retrospectives, Planning Sessions and active backlog management. This involved working with teams across the UK, USA and Singapore.
Within 3 months, the development team were delivering similar story points each sprint. By 6 months, the development team, the support team and security teams were all delivering a consistent level of story points each sprint. This allowed the business to start planning more holistically.
We spent 6 months working with the Global Digital Team. This was a remote first engagement, with some on site workshops.
Yondr
The global digital team had a vast amount of experience, but yet struggled to predictably deliver outputs. This meant the business couldn't plan further than a quarter ahead, which was causing headaches across the business. We were asked to quickly ensure predictability across their digital teams, with a particular focus on the UK and the USA.
We implemented a data driven approach to planning, introducing estimating using Story Points (and updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also implemented Retrospectives, Planning Sessions and active backlog management. This involved working with teams across the UK, USA and Singapore.
Within 3 months, the development team were delivering similar story points each sprint. By 6 months, the development team, the support team and security teams were all delivering a consistent level of story points each sprint. This allowed the business to start planning more holistically.
We spent 6 months working with the Global Digital Team. This was a remote first engagement, with some on site workshops.
Yondr
The global digital team had a vast amount of experience, but yet struggled to predictably deliver outputs. This meant the business couldn't plan further than a quarter ahead, which was causing headaches across the business. We were asked to quickly ensure predictability across their digital teams, with a particular focus on the UK and the USA.
We implemented a data driven approach to planning, introducing estimating using Story Points (and updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also implemented Retrospectives, Planning Sessions and active backlog management. This involved working with teams across the UK, USA and Singapore.
Within 3 months, the development team were delivering similar story points each sprint. By 6 months, the development team, the support team and security teams were all delivering a consistent level of story points each sprint. This allowed the business to start planning more holistically.
We spent 6 months working with the Global Digital Team. This was a remote first engagement, with some on site workshops.
Greggs
As a result of the pandemic, Greggs developed a mobile app to allow consumers to buy food and earn rewards. Due to being set up quickly, the ways of workings across their technical department was causing friction across other departments, including Marketing. We were asked to provide Scrum Master services across the Mobile App and Integration teams - whilst providing wider Agile Coaching to the rest of the business.
We implemented our data driven approach, changing the way they used Story Points (so now updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also provided Product coaching around prioritising using data, whilst educating the Marketing teams on Agile ways of working
Confidence in the technical department grew across the business as the teams became more predictable in what they would deliver, allowing for stronger product conversations around prioritising what could realistically be achieved. We also successfully used data to prove working on tech debt sped up delivery.
We spent 6 months training and implementing agile processes across the business.
Greggs
As a result of the pandemic, Greggs developed a mobile app to allow consumers to buy food and earn rewards. Due to being set up quickly, the ways of workings across their technical department was causing friction across other departments, including Marketing. We were asked to provide Scrum Master services across the Mobile App and Integration teams - whilst providing wider Agile Coaching to the rest of the business.
We implemented our data driven approach, changing the way they used Story Points (so now updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also provided Product coaching around prioritising using data, whilst educating the Marketing teams on Agile ways of working
Confidence in the technical department grew across the business as the teams became more predictable in what they would deliver, allowing for stronger product conversations around prioritising what could realistically be achieved. We also successfully used data to prove working on tech debt sped up delivery.
We spent 6 months training and implementing agile processes across the business.
Greggs
As a result of the pandemic, Greggs developed a mobile app to allow consumers to buy food and earn rewards. Due to being set up quickly, the ways of workings across their technical department was causing friction across other departments, including Marketing. We were asked to provide Scrum Master services across the Mobile App and Integration teams - whilst providing wider Agile Coaching to the rest of the business.
We implemented our data driven approach, changing the way they used Story Points (so now updating them once work was done so they better reflected capacity, not what we thought capacity would be). We also provided Product coaching around prioritising using data, whilst educating the Marketing teams on Agile ways of working
Confidence in the technical department grew across the business as the teams became more predictable in what they would deliver, allowing for stronger product conversations around prioritising what could realistically be achieved. We also successfully used data to prove working on tech debt sped up delivery.
We spent 6 months training and implementing agile processes across the business.
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