Real outcomes from
complex AI programmes.

The challenge

The organisation had built several AI proof-of-concepts but lacked a clear framework for deciding which to invest in, how to govern them, and how to bring them to production. Multiple teams were building in parallel without coordination.

Our approach

• Ran structured discovery across business units, interviewing stakeholders in UK, Europe, Middle East, and ANZ to surface real use cases versus assumed ones
• Applied Jobs to Be Done analysis to evaluate feature-market fit for each AI tool against actual user needs
• Ruthlessly prioritised the use case backlog, cutting 8 proposed features down to 3 that could demonstrably deliver value
• Managed the agentic development team through iterative build cycles with continuous stakeholder feedback
• Built governance framework and decision support tooling to enable confident AI adoption

Outcomes

• 3 production-ready AI products delivered for senior leadership showcase
• Clear go/no-go framework adopted for future AI investments
• Validated stakeholder roadmap for post-launch feature development
• Team capability uplift: internal teams enabled to continue development independently

The challenge

Contract review was manual, inconsistent, and slow. Senior staff were spending hours reading through agreements to identify risk clauses, missing provisions, and non-standard terms. Time that could be spent on higher-value advisory work.

Our approach

• Worked with business stakeholders to define what 'good' contract review actually looks like, not just automation for its own sake
• Prioritised stakeholder feedback into actionable development sprints, separating high-impact usability improvements from scope-expanding feature requests
• Ensured the AI tool preserved domain expertise rather than replacing it, flagging risks for human decision rather than making decisions autonomously

Outcomes

• Working contract analysis tool processing real agreements
• Stakeholder-validated feature roadmap for continued development
• Clear separation between 'do now' and 'roadmap' items based on business impact

The challenge

Rapid growth had outpaced the team's delivery processes. Work was unpredictable, ownership was unclear, and the gap between what leadership wanted and what shipped was growing. The company needed experienced product leadership without the overhead of a permanent hire.

Our approach

• Established delivery cadence and cross-functional team structure
• Introduced lightweight governance that created accountability without bureaucracy
• Worked directly with engineering, design, and commercial teams to align on priorities
• Built product strategy framework connecting business objectives to quarterly delivery

Outcomes

• Predictable delivery rhythm established within 6 weeks
• Clear product roadmap aligned to commercial strategy
• Team structure and processes that scaled with the company