What the work actually looks like.

Challenge

A large NZ retirement village operator facing the standard transformation failure pattern: ambitious target, slow timeline, competing priorities, and a sceptical middle layer.

Approach

Eight-week sprint built around small cross-functional teams drawn from inside the business. Explicit 10x growth ambition. We coached; the internal teams built. The corporate immune system was confronted directly rather than worked around.

Outcome

Live business transformation momentum in 8 weeks instead of the 18–36 month strategy + design + mobilise cycle the firm had been quoted previously. Internal capability retained and key talent identified

Challenge

A NZ government-owned traditional lotteries operator needing to confront digital disruption. A rapid transformation faced the culture change inertia.

Approach

Workshop-heavy, paper-light. We facilitated a process for small cross functional teams to priortise and start delivery of efficiency, growth and safety initatives with single-point accountability for each initiative — no thick deliverable, just decisions and momentum.

Outcome

A team-owned roadmap delivered in 8 weeks with real momentum behind obviously good initiatives. Decisions made in the room, not deferred to a steering committee cycle.

Challenge

New CEO coming into a challenging environment while independent retailers were shutting down. All strategic options needed to be explored quickly.

Approach

Rapidly stepped through the TEA playbook of Why, Where to play, How to play, What to do — resulting in a portfolio of 9 strategic initiatives with individual executive accountability and OKRs cascading through the business.

Outcome

A corproate strategy delivered in 3 weeks and signed off by the board. New CEO and executive team delivering with a portfolio of 9 initiatives, each with a named owner and measurable OKRs.

Challenge

A traditional investment business looking to build a novel digital wealth advisor using the corporate parent licences and compliance without killing the new venture through corporate processes and risk appetite.

Approach

Structured the venture to balance startup agility with corporate-parent discipline and compliance needs. Cleared the path on governance, people, operations and incentives so the build team could move.

Outcome

Digital wealth advisor business launched to market with a novel advisory-led digital wealth service and a digital operating model. Used as a reference pattern for subsequent operating model innovation at the parent.

Challenge

Electricity network utilities need software and data expertise to transition to a multi-directional, software-enabled network — a global problem facing every grid operator.

Approach

Developed a corporate venture strategy for the parent and identified the first venture to invest in.

Outcome

Created a new venture to develop the platform, products and expertise to enable this transition for utility companies globally — partnering with global hyperscalers as co-founders, not just vendors, for access to data, AI and software engineering capability.

Challenge

Telco data and infrastructure assets were a credible foundation for a B2B data services business, but the parent had the standard corporate-venture tensions: brand, P&L, sales motion, capital allocation.

Approach

Designed and helped build a data services business inside the telco. Set up the discipline, transparency and structure required by the corporate parent while preserving enough independence for the venture to learn and adapt.

Outcome

Data services business launched with millions in net new revenue and an operating model that the parent board could approve and oversee.