A selection of engagements across associations, manufacturing, healthcare, and financial services. Client names are withheld by agreement — the outcomes, the scope, and the technology are real.
A global financial services association was operating on disconnected legacy systems with no unified view of member behavior. Data moved manually between platforms. Personalization was impossible. Service staff juggled multiple systems to answer a single member question. Leadership had no real-time picture of engagement or performance.
We led a five-year, end-to-end transformation of the association’s entire data and engagement ecosystem. This included a unified real-time data platform, CRM and service system consolidation, AI-powered member personalization, single sign-on, eCommerce integration, and a 24/7 AI member support tool. Every capability was designed around two principles: members feel recognized and understood, and engaging with the association is effortless.
A national industrial manufacturer and distributor with 15 distribution centers and over 3,000 employees had built its technology stack through two decades of acquisitions. Six mission-critical systems operated in near-total isolation: a 20-year-old WMS running batch processing with no real-time inventory visibility, a homegrown OMS with brittle EDI integrations to hundreds of trading partners, a monolithic ERP that could not consolidate financials across four acquired business units, and field service technicians dispatched by phone and tracked on whiteboards. There was no unified customer record across sales, service, and order history. Month-end close required 14 days of manual reconciliation.
We led a $125M, three-year enterprise transformation spanning six interconnected platforms: a modern WMS, an OMS with EDI modernization, a consolidated ERP, a CRM, an ITSM platform, and a field service management system. Our team served as the program management and integration architecture backbone across 12 vendors, 300+ stakeholders, and eight parallel workstreams. We sequenced delivery to protect operational continuity: ERP and WMS first to stabilize the operational core, OMS and CRM next to unify the customer layer, then field service and ITSM to close the loop on service operations.
The distributor’s legacy WMS processed inventory in overnight batch cycles, meaning a pick ticket printed in the morning reflected stock counts from the night before. Inventory accuracy sat at 83% across the network, annual physical counts pulled every DC offline for a week, and mispicks were generating $2M+ in annual returns and reships.
Modern WMS with real-time RF-directed operations across all 15 DCs simultaneously. Wave and batch picking replaced static pick-and-pass. Slotting optimization repositioned the top 2,000 SKUs by velocity, cutting average pick path length by 31%. Perpetual cycle counting replaced the annual physical count entirely. Cartonization automated box selection with carrier rate shopping at pack time.
400+ field service technicians operated without a connected system. Dispatch happened by phone; technicians received job details by text and carried paper work orders. Parts availability was unknown in the field. SLA compliance was tracked in spreadsheets after the fact. Account managers had no visibility into service history when calling on a customer, and quote-to-order involved emailing PDFs through four approval steps.
Field service management with mobile work orders on tablets, AI-assisted dispatch and route optimization, and real-time van inventory tied to the ERP parts catalog. Technicians could validate warranty, check pricing, and generate invoices on-site. CRM connected every customer’s account, order history, service tickets, and open opportunities in a single view, with a streamlined CPQ that cut quote cycle time from days to hours.
A national trade association with 15,000+ members was operating with member data spread across their AMS, LMS, events platform, and email system. Staff were manually reconciling spreadsheets to answer basic membership questions, and board dashboards took weeks to produce.
Connected all four systems into a unified member data layer, built engagement scoring and renewal risk dashboards, and trained the membership team to maintain everything independently.
A national financial association had accumulated 15 disconnected data sources across their AMS, accounting platform, event management, regulatory reporting, and a tangle of spreadsheet workflows that had grown over a decade. Staff spent days each month reconciling figures that never quite agreed, and leadership had no reliable real-time view of organizational performance.
Audited all 15 sources, designed a centralized cloud-based data architecture, and built automated pipelines to consolidate everything into a single source of truth. A continuous-monitoring data quality framework replaced manual reconciliation. A self-service analytics layer then put trusted, governed data directly in the hands of staff and leadership.
An international professional society was delivering the same content experience to every member regardless of interest, career stage, or location. Content teams curated resources manually with no feedback loop on what was resonating. Members were disengaging because the experience felt generic.
Built an AI-powered recommendation engine that surfaces personalized content based on topics a member follows, their career stage, location, membership tier, and the behavior of similar members. Engagement signals feed back into the model continuously, improving recommendations over time.
A global association’s member service team handled high volumes of repeat questions that required navigating multiple systems. Members waited hours or days for answers to questions that had simple answers, because no self-service option existed and staff were stretched thin across time zones.
Built and deployed an AI-powered member support tool trained on the association’s knowledge base, membership data, and content library. The tool’s accuracy depended entirely on the quality of the underlying data ecosystem — five years of normalization and aggregation work made it possible. Members can now get answers instantly, 24 hours a day, without opening a case.
A large professional association’s service team resolved member questions by toggling between disconnected systems, often re-verifying the same information in each one. Response times were slow, context was lost between interactions, and there was no single view of a member’s history, status, or engagement.
Implemented a unified CRM and service platform connecting member records, case history, engagement data, and communication history into a single interface. Automated routing directed inquiries to the right team instantly. Staff could see a complete member picture from the moment a conversation started.
A regional health system with 8 facilities had clinical and operational data spread across 14 disparate systems. Reporting was manual, delayed by weeks, and inconsistent across facilities. Leadership had no reliable view of operational performance.
Consolidated all 14 data sources into a single lakehouse architecture, built automated pipelines, and delivered real-time operational dashboards accessible to clinical and administrative leadership.
A national retail group was managing inventory across 200+ SKUs using spreadsheet-based demand planning. Overstock was costing millions annually and stockouts were damaging customer satisfaction scores.
Built and deployed ML forecasting models integrated directly into their ERP and merchandising systems. Pilot to production in 10 weeks with full MLOps monitoring and retraining pipelines.
A mid-market financial services firm knew AI was a strategic priority but had no clear picture of where to start. Previous consultants had delivered generic frameworks that didn’t account for their specific data maturity, regulatory environment, or organizational constraints.
Assessed their data maturity, governance gaps, and AI opportunity landscape, then delivered a prioritized 18-month roadmap grounded in their actual business context. Presented directly to the board.
A professional society with 8,000 members was outgrowing their legacy AMS but had a board divided on which platform to move to. Three vendors had pitched competing solutions and the staff had no framework for evaluating them objectively.
Ran an independent vendor evaluation, built a data migration strategy, and helped the association negotiate their contract. Then oversaw the first phase of migration and data cleanup.
A regional logistics provider had operational data locked in their TMS and ERP with no way for operations managers to answer questions without going through IT. Every report took days and the backlog was growing.
Built a self-service analytics layer on top of their existing systems using dbt and Metabase. Operations managers could answer their own questions within a week of go-live.
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