The work, and what it changed.

Selected engagements

Five programmes, told briefly.Foresight · Automotive OEM

Should we commit to the new platform, or hold?

The challenge: A board split on a multi-year platform investment, with the window to decide closing fast.

What we did, and the result: A two-week diagnostic across engineering, commercial and supply chain, ending in a single recommendation with the evidence behind it. The board took the recommendation and committed, eight weeks ahead of their original timeline.

Delivery · Product Accelerator · EV start-up

A pre-seed team with no go-to-market function

The challenge: Strong technology, no prospects, and a fundraise that depended on commercial traction.

What we did, and the result: Built the prospect database, outreach and a validated commercial model in five weeks. The team closed its first three paying pilots before the funding round closed.

Delivery · EE Architecture · Commercial vehicle OEM

An architecture with no one willing to sign it off

The challenge: A blank-page EE architecture, with safety and security requirements nobody on the team had owned before.

What we did, and the result: A four-week Architecture Sprint produced a committed architecture and a roadmap the client’s own team could take forward. It passed external safety assessment on the first submission.

Leadership · Interim CTO · Scale-up

A technology function outgrowing its founder

The challenge: Engineering had scaled past what one founder-CTO could lead alone, and hiring the right permanent replacement would take months.

What we did, and the result: An interim CTO was in place within two weeks, rebuilt the engineering roadmap and hired the permanent CTO six months later, handing over a function running to a different standard.

Leadership · Programme Director · Tier 1 supplier

A programme slipping, with no one person accountable

The challenge: A new product programme was six months behind, spread across three sites with no single owner.

What we did, and the result: A Pi Programme Director took accountability for delivery, rebuilt the governance and brought the programme back to a credible, board-approved date.