Business model design
Testing how you create, deliver and capture value before the budget is committed to it.
Changing how the business works, not just how it looks — and making the change stick.
What it’s about
Most transformation programmes have a strategy. What they lack is a version of the organisation that can actually run it.
We design the business behind the experience: the model that makes money, the proposition customers choose, and the teams, decisions and tools needed to deliver both.
That increasingly includes AI — but as an operating question rather than a technology one. We start with what your people and processes are ready for, and build the roadmap from there.
Services
The work often spans more than one service, so we mix and match as needed.
Value proposition design
Why a customer should choose you, in words your sales and product teams both sign off on.
Customer-centric organization design
Teams, roles and incentives arranged around the customer journey rather than the org chart.
Operating model & governance
Who decides, who delivers, and how the two stay in step once the project team has gone.
Capability building
Training, playbooks and coaching so the new way of working survives its first quarter.
Martech & loyalty capability integration
CRM, CDP and loyalty tools working as one system instead of four separate contracts.
AI transformation roadmap
Sequenced use cases with owners, budgets and measures — not a slide full of possibilities.
AI readiness assessment
An honest read of your data, processes and people before anyone buys an AI licence.
How we see it
The operating model makes a strategy real.
Transformations rarely fail on strategy. They fail on the Tuesday after the kick-off, when nobody knows whose job the new process is. That is why we spend as much time on the operating model as on the idea. A new proposition is only real once someone owns it, has the budget for it, and knows what good looks like by the end of the quarter.
Saw Gerrera
Resistance leader · design example
Work & insights
Some things we’ve made, some things we’ve learned, and a few things we had to write down.
An operating model for a parcel network going digital
Redrawing who owns the customer experience across sales, operations and IT — then building the governance to keep it that way.
Case studyTravel
AI readiness is a people question first
Why the most useful AI assessment we run starts with org charts and decision rights, not data pipelines.
ArticleInsights
One loyalty programme instead of four contracts
Integrating CRM, CDP and loyalty tooling for a healthcare brand so marketing could finally see one customer.
Case studyHealth
Let’s talk
Start with what you know so far. No need to polish the brief, we can do that together.
