A selection of engagements led by our principals — post-contract and services transformations, and ecosystem & alliance programs. Want the detail behind any of them? Request the full case study and we’ll send it.
Margin turnarounds, cash-flow diagnostics, and stand-ups across the post-contract operating layer.
A fast-growing global LMS provider — higher-ed, K–12, corporate, and public sector — couldn’t deliver consistently or forecast accurately across constant acquisitions and a distributed global team.
Challenge: sub-benchmark services margins, inconsistent M&A integration, fragmented systems, and no reliable capacity or revenue forecasting.
ResultsA SaaS company delivering a complex Salesforce Managed Package was bleeding cash on delayed, unprofitable projects — dragging client satisfaction and new sales down with it.
Challenge: chronic delays and overruns, negative project margins, and no standardized processes, KPIs, or operating cadence.
ResultsA mid-market, PE-backed services company had contract-to-invoice delays inflating DSO and cash-flow risk — enough to threaten debt covenants — despite strong growth and utilization.
Challenge: a fragmented Q2C process across Salesforce, NetSuite, and multiple PSA tools; revenue leakage; no reliable system of record; and leadership execution gaps.
Results“The first time we got real answers at the level of detail needed.”
Request the full case study →A FinTech in payments, campus security, and commerce for education was spun out of a larger EdTech provider after a PE acquisition — and had to build foundational systems, leadership, and a services org without disrupting active implementations.
Challenge: rapid separation from the parent, no standalone services org, no forecasting or governance, and the need to hold delivery steady through transition.
ResultsPartner-led growth and customer-first GTM transformations.
A high-tech company needed to move from transactional selling to value-based customer relationships — but structural complexity made it hard to coordinate around the customer.
Challenge: re-architect roles, coverage, and the sales/specialist model around the customer lifecycle — across business units and industries — in six months.
ResultsA technology company pivoting toward “Adaptive Application” initiatives needed to restructure how it engaged ISV/Tech, Cloud, and GSI partners across its target ecosystem.
Challenge: define the optimal alliance org structure, evaluate a field alliance-manager role, and close programmatic gaps in the partnering model.
ResultsStart with a free Pulse diagnostic, or talk to a principal about where the value is hiding in your post-contract layer.
