Some clients come with a clear brief. Others need help understanding the problem or finding experienced leadership quickly. Here's how we've helped in each situation.
Mandate first
Platform leadership at Series A
Financial technology · Germany
The situation
Series A operating disciplines and security alignment were missing under high-value infrastructure.
What we did
We placed an engineering manager to lead the platform team and own the infrastructure roadmap.
What changed
Engineering velocity was maintained through headcount growth, and pipeline reliability materially improved.
Problem first
Data ownership had to come before the ERP decision
PE investor · Netherlands
The situation
A fractional Chief Data Officer was requested to help select an ERP. Reporting was assembled by hand across disconnected systems, and parallel spreadsheets were producing competing numbers.
What we did
We recommended settling data ownership and governance first, with ERP following the data architecture rather than driving it.
What changed
The client agreed to establish data ownership before selecting an ERP. We matched a commercially-minded data advisor to the revised fractional mandate.
Urgent gap
Interim CTO placed during a Series B close
Technology · United Kingdom
The situation
The CTO left mid-round. The funding round and the product rebuild were both exposed.
What we did
We placed a senior interim CTO within four working days.
What changed
The Series B closed, the product rebuild landed on schedule, and a permanent CTO started 11 weeks later.
Case studies
Delivered work.
Examples of work delivered over the last five years and the business outcomes that followed.
26
Case studies
12
Countries
8
Industries
7.7x
Best ROI
4 days
Time to place
Interim CTO placed during a Series B close
Technology · United Kingdom · Leadership continuity
The situation
The CTO left mid-round. The funding round and the product rebuild were both exposed.
What we did
We placed a senior interim CTO within four working days.
What changed
The Series B closed, the product rebuild landed on schedule, and a permanent CTO started 11 weeks later.
7.7x
Return on fees
Predictive modelling on a chemical plant
Chemicals · Continental Europe · EBITDA improvement
The situation
The business needed margin improvement without spending capital to get it.
What we did
We put in a small senior team: a delivery manager, a data strategy architect and two lead data scientists.
What changed
120,000 euro of savings inside two months, 7.7 times the cost of the engagement.
35%
IT overhead cut
Four IT businesses merged onto one M365 tenant
IT services · Benelux · Post-merger integration
The situation
Four acquired businesses were still running separately, slowing everything down ahead of a secondary sale.
What we did
We placed a collaboration architect with security and governance specialists to design one tenant.
What changed
Four tenants became one in 12 weeks, IT overhead down 35%.
Cost of ownership
Substantial reduction
Cloud cost after acquisition-led growth
Banking · United Kingdom · Cost control
The situation
Fragmented infrastructure inherited through acquisitions, with no common governance model and cost sitting outside anyone's remit.
What we did
Senior multi-cloud architects and FinOps specialists embedded into the enterprise cloud function.
What changed
A substantial reduction in total cost of ownership and one governance model across business units.
0
Days of disruption
Carve-out without interrupting revenue
Industrial manufacturing · Continental Europe · Separation
The situation
A European divestment on a hard deadline, with order-to-cash processes and ERP dependencies shared with the parent.
What we did
A senior supply chain transformation operator designed the transitional operating model and decoupled the dependencies.
What changed
Separation completed with no operational disruption and a fully auditable process split.
100
Days to independence
Standalone technology readiness inside the TSA window
Business services · United Kingdom · Separation
The situation
Separation from a corporate parent with transitional service costs running and an aggressive independence deadline.
What we did
A dedicated carve-out programme lead and technical architecture team.
What changed
Technology independence achieved inside 100 days, with transitional service costs cut ahead of deadline.
12 to 4
Days to close
ERP stabilisation across a buy-and-build
Industrial manufacturing · Germany · Finance
The situation
Six sites, fragmented ERP landscapes and manual financial processes slowing the close while acquisitions continued.
What we did
A senior ERP programme architect and a finance transformation lead.
What changed
Monthly close cut from twelve days to four, with intercompany reconciliation automated across most entities.
6 wks
To a full risk register
Data governance ahead of an exit process
Healthcare services · United Kingdom · Exit readiness
The situation
Material data governance risk surfaced early in an exit process and threatened value.
What we did
A data governance architect and compliance specialists.
What changed
A complete risk register in six weeks, turning a red flag in due diligence into a point of strength.
3
Cloud providers unified
FinOps built from scratch
Global manufacturing · Pan-European · Cost control
The situation
Hundreds of applications across three cloud providers, with no line of sight from architecture to commercial reporting.
What we did
Senior cloud architects and financial governance specialists built a greenfield FinOps function.
What changed
Significant recurring cloud savings and real-time cost transparency for global business units.
False positives
Large majority removed
Security noise removed during a cloud migration
Financial services · Europe · Regulated delivery
The situation
Regulatory exposure during a core banking migration, with remediation teams buried in false positives.
What we did
DevSecOps specialists implemented compliance-as-code inside the delivery pipelines.
What changed
The large majority of false-positive alerts eliminated and an audit-ready, governed environment.
6
Stalled pilots moved into delivery
Stalled AI pilots moved into delivery
Public healthcare · United Kingdom · AI delivery
The situation
An AI strategy that was not converting into clinical delivery, with governance and adoption pulling apart.
What we did
An experienced AI programme lead partnered with clinical directors and put programme discipline in place.
What changed
Six stalled pilots moved into active delivery within three months and clinical engagement widened substantially.
2 mths
To an independent team
Customer data platform handed over
Digital marketing · Netherlands · Handover
The situation
Pan-European brands each modelled data differently, making every campaign a bespoke build.
What we did
A platform expert and team lead took technical ownership and led a specialist team.
What changed
Per-client setup time cut sharply and the specialist team operating independently within two months.
Fraud rings
Dismantled
Coordinated fraud networks dismantled
FinTech · UK and Europe · Fraud
The situation
Legacy rules-based detection was missing organised fraud and revenue was leaking.
What we did
Senior data scientists designed a hybrid graph and machine learning detection framework.
What changed
Multiple fraud rings dismantled and millions in projected losses prevented.
Monthly fraud losses
Material reduction
Real-time fraud scoring for a scaling bank
Digital banking · United Kingdom · Fraud
The situation
Remittance fraud was undermining unit economics as volumes grew.
What we did
A specialist team deployed a graph-based scoring model inside the live transaction path.
What changed
A material monthly reduction in fraud losses with a measurable improvement in detection recall.
Double digit
Inventory reduction
Planning redesign that released working capital
Industrial manufacturing · Central Europe · Working capital
The situation
Tactical planning was disconnected from executive strategy, leaving inventory tied up.
What we did
Specialists redesigned the planning framework and implemented scenario modelling.
What changed
Double-digit inventory reduction and a stronger executive planning cadence.
Forecast accuracy
Step change
Automated pricing in a manual market
Freight and logistics · Europe · Pricing
The situation
Quote-level pricing depended on a handful of experts, limiting speed and consistency.
What we did
A forecasting model replaced manual expert pricing, then automated spot quoting was built on top of it.
What changed
A large improvement in forecast accuracy and a step change in net revenue on key accounts, with performance monitored in real time.
Days to hours
Board reporting time
Commercial visibility for the board
Professional services · United Kingdom · Reporting
The situation
CRM architecture did not reflect the investment thesis, so pipeline reporting was unreliable.
What we did
A senior CRM and commercial operations specialist designed a structured implementation.
What changed
Pipeline visibility aligned to actuals within a month and board reporting cut from days to hours.
100%
Sites on one model
Governance across multiple production sites
HR and finance · Netherlands and Belgium · Governance
The situation
HR and finance governance differed site by site, blocking a digital operating model.
What we did
An HR transformation operator redesigned governance and built the digitalisation roadmap.
What changed
Headcount budgeting aligned across the group for the first time, with clean governance at every site.
Forecast accuracy
Planning maturity beyond spreadsheets
Bulk chemicals · Netherlands and Belgium · Planning
The situation
Critical planning ran on spreadsheet workarounds, creating systemic operational risk.
What we did
A supply chain and planning specialist with deep sector expertise.
What changed
Measurably better reporting accuracy and spreadsheet dependency reduced across planning groups.
Shared cadence
Workstreams synchronised
Multi-workstream programme governance
Chemical distribution · Pan-European · Programme governance
The situation
Milestones slipped because ERP, consolidation and treasury workstreams ran to different clocks.
What we did
A finance programme manager embedded into the European transformation office.
What changed
Workstreams synchronised under a shared cadence and slippage brought under control.
A third
Manual work removed
Fund services operational excellence
Fund operations · Europe and global · Automation
The situation
Portfolio complexity and international scaling were outrunning manual operational processes.
What we did
A senior fund services specialist led operational excellence and systems modernisation.
What changed
A third of manual processing time removed through systematic automation of compliance and accounting workflows.
Deploy frequency
Step change
One engineering platform through hyper-growth
Technology · United Kingdom · Platform
The situation
Rapid engineering expansion with inconsistent delivery practice across hundreds of services.
What we did
Projekt4 led the creation of a unified internal developer platform.
What changed
Faster idea-to-production cycles and higher deployment frequency with fewer incidents.
7
Senior hires in 8 weeks
A cloud and security team built in eight weeks
Growth-stage technology · United Kingdom · Team build
The situation
Heavy dependency on consultancies and no in-house foundation for security, reliability or cost control.
What we did
A blueprint for the team, then seven senior hires across application security, SRE, cloud platform, developer experience and FinOps, mixing contract and permanent.
What changed
A full team operating in eight weeks, selected for people who change both the technology and the culture around it.
Eng velocity
Held through growth
Platform leadership at Series A
Financial technology · Germany · Platform
The situation
Series A operating disciplines and security alignment were missing under high-value infrastructure.
What we did
An engineering manager placed to lead the platform team and own the infrastructure roadmap.
What changed
Velocity maintained through headcount growth and pipeline reliability materially improved.
6 wks
To both roles filled
Continuity through leadership change
PropTech · Netherlands · Leadership continuity
The situation
Structural leadership change mid-expansion put the product roadmap at risk.
What we did
A tech team lead and a lead backend engineer sourced and placed within six weeks.
What changed
No disruption to the roadmap and technical continuity maintained across the stack.
Board approved
Roadmap and shortlist
From legacy frustration to an investable case
Impact investing · Northern Europe · Technology assessment
The situation
Long-standing frustration with legacy platforms, but no business case a board could act on.
What we did
A Projekt4 expert led the technology assessment and mapped the full landscape.
What changed
A board-approved roadmap and a clear platform shortlist, delivered on schedule.
If one of these looks like your situation, start there.
Bring us a clear brief or bring us the problem. We will tell you which route fits, and what the first ten days would look like.