Case studies (anonymised)
The following examples show typical situations in transaction-intensive, partner-driven business models: growth without a viable operating model, new regulatory requirements, complex partner networks, scaling billing, delivery bottlenecks, and increasing performance pressure.
What these cases have in common: they were not about improving individual processes. They were about making business models operationally controllable — with clear accountability, robust structures, management visibility, and execution while the business was running.
01
Turnaround / scaling
Turnaround and scaling of a pan-European mobility services business
Management situation
A business was taken over while still in project mode: very limited operations, no robust end-to-end processes, high dependency on external service providers, and insufficient control for further growth.
Our contribution
Built a viable operating model with clear roles, accountabilities, processes, and decision paths. In parallel, the organisation, delivery, partner management, and cost structure were developed so that a project could become a manageable full-service operation.
Impact
Developed the business into a scalable pan-European operating model with significantly higher operational control, a robust organisation, and a viable structure for further growth.
02
Quote-to-cash / finance management
Scalable quote-to-cash backbone for growing transaction volume
Management situation
The business was expected to grow, but the existing process and system landscape could only have carried increasing volume through rework, manual handovers, and unpredictable close cycles. This would have put result quality, finance control, and scalability under pressure early.
Our contribution
Built an integrated quote-to-cash chain with ERP as the operational backbone and scalable billing logic. Accountabilities, control points, rule frameworks, and automation were anchored so that growth would not turn into workarounds.
Impact
Predictable billing, better close capability, and earlier visibility of variances. This created an operational backbone that could carry increasing transaction volume.
03
Partner-Governance
Partner network and direct contracts as levers for control and scaling
Management situation
Intermediaries, inconsistent partner routes, and different coordination logics created costs, dependencies, unclear accountability, and limited control across the European business.
Our contribution
Established pan-European supply and acceptance contracts directly with relevant partners. Introduced partner governance covering terms, billing paths, escalations, and proof logic.
Impact
A robust pan-European partner network with stronger commercial control, clearer accountabilities, and lower operational friction.
04
Business field development
Regulated eMobility offering established in a corporate group environment
Management situation
An eMobility offering had to be built within a corporate group environment: with requirements for regulatory compliance, audit readiness, controls, partner processes, and scalable operations.
Our contribution
Built the end-to-end operation including partner logic, billing, control points, and governance. Implemented the regulatory setup including licensing and embedded structures that make growth controllable.
Impact
A scalable operating model in a regulated environment — with clear governance, a robust control structure, and reduced risks for results, compliance, and partner processing.
05
Delivery / Tech Operating Model
Accelerating delivery: nearshore tech hub and product steering established
Management situation
Technical delivery capacity was a bottleneck. External dependencies made changes slow, expensive, and hard to control — while demand from Operations, Product, and partner business continued to grow.
Our contribution
Built and led a nearshore IT unit, introduced agile ways of working, established product management and roadmap steering, and deliberately built internal software capability.
Impact
Higher delivery speed, greater control over execution and costs, and more than 50% cost reduction compared with the previous structure.