01
Board-level strategy reset in a crowded market
Challenge
- A detailed roadmap existed, but it was feature-heavy rather than outcome-led.
- Leadership alignment across product, commercial, and technical teams was inconsistent.
- Differentiation was difficult to articulate and strategic risks were not formalised.
Approach
- Ran leadership workshops to shift thinking from operational delivery to strategic outcomes.
- Used SWOT analysis and the Airbnb 11-star exercise to force sharper strategic choices.
- Built a board-ready narrative linking strategic bets to measurable business impact.
Result
The roadmap evolved from a list of initiatives into a strategy tied to clear commercial outcomes, with board backing and stronger differentiation.
02
Repositioning from intranet provider to employee experience platform
Challenge
- The business had extensive research but no clear strategic direction.
- Existing buyer personas reinforced legacy positioning while the market moved on.
- Leadership lacked a structured path to evolve the ICP and expand into North America.
Approach
- Distilled research into a small set of strategic priorities.
- Anchored decisions in commercial evidence, including win/loss analysis across 3,000+ opportunities.
- Defined four strategic bets and an evidence-based roadmap for ICP evolution.
Result
Leadership gained a documented path to reposition the business, focus investment, and make deliberate trade-offs in a changing market.
03
Conversational voice AI MVP for engagement validation
Challenge
- A Web3 jobs platform wanted to test whether voice interaction could increase engagement and improve matching quality.
- The hypothesis needed validating quickly without disrupting the existing product.
Approach
- Mapped the value chain and identified where conversational AI could fit naturally.
- Built and tested a voice AI MVP focused on user interaction and engagement behaviour.
- Used rapid feedback loops to decide whether broader investment was justified.
Result
The team got fast, real-world signal on engagement behaviour and a clearer basis for deciding where conversational AI should sit in the product.
04
AI operating model redesign with commercial accountability
Challenge
- AI had been announced, but the operating model was still designed for predictable software.
- Initiatives were not tied to revenue, margin, cost efficiency, or retention metrics.
- Ownership, evaluation, and governance were fragmented and reactive.
Approach
- Reframed AI initiatives as outcome-based bets with explicit value hypotheses.
- Introduced ROI tracking, live evaluation loops, and model tuning cycles.
- Clarified ownership across product, engineering, and data while embedding governance into delivery.
Result
AI investment shifted from vague activity to initiatives tied to core business metrics, with structured oversight and continuous performance improvement.