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Real cases

The problem is visible. 
The cause must be found.

These cases stem from problems that many managers recognize: lack of capacity, loss of margin, repeated errors, or too much work depending on too few people.

In each case, we got to the root of the problem and designed a specific way to solve it.
216.000 €annual recurring savings
89%reduction in customer churn
×10recurring customers in three months

Three companies. Three challenges.

No two companies lose money, time, or capacity in the same way.

01
Training

A pioneering training school

Grow without losing students or multiplying the structure.
The problem

The business had grown around a very strong course, but the loss of students, dependence on launches and an operation that was difficult to scale were limiting its profitability.

The solution

We redesigned the continuity model, the student journey, and the way to coordinate content, mentors, support, and communication to turn an isolated course into a school capable of growing.

216.000 €of recurring savings per year
89%reduction in customer churn
×3more customers on annual subscriptions

THE RESULT The school was able to support more than 3,000 students, expand its programs and grow without losing the close relationship that was part of its value proposition.

02
Teambuilding events

Teambuilding events company

Grow the number of events without every sale creating more urgency and less margin.
The problem

The volume of events had grown, but sales, planning, and execution were disconnected. Each new project brought last-minute hiring, late purchases, and more pressure. The profit margin on each event was unclear, and the departure of coordinators left other departments to fill the gap.

The solution

We designed a complete system, from the initial sales opportunity to the end of each event: customer follow-up, upselling, resource and purchasing planning, and automatic staff allocation based on availability, profile and cost. This makes it possible to organise each event in advance while keeping its profitability under control.

THE RESULT The analysis made it possible to identify the points that compromised capacity, margin and continuity, and to order the interventions necessary to stop managing growth from a place of urgency.

03
Energy consulting

Energy consulting

There was business to be done. What was lacking was a system that could sustain it.
The problem

The company had clients and demand, but the data was scattered across spreadsheets, WhatsApp, online portals, and memory. The person responsible for acquiring and managing clients spent almost all their time on paperwork.

The solution

We designed a single source for customers and supplies, a delegable distribution of processing, economic control by channel, renewal alerts, and a model to charge for the support that was previously free.

82,1 %of the recorded time spent on processing
0,3 %of the recorded time spent capturing
620 hannual customer support services that were not charged

THE RESULT The diagnosis showed exactly where time, margin and capacity were being lost, and established the order for reducing manual work, freeing up management time and making the business measurable and easier to delegate.

Other projects

The system changes because the problem also changes.

04

Council of the European Union

From audiovisual planning on paper to a centralized system that coordinated teams, optimized resources and responded to unforeseen events at international events with no room for error.

Audiovisual System 3.0
05

Alight Solutions

An idea to bring the workplace closer became a virtual tour used by Sales, Recruitment, Training and Audit in a context of travel restrictions.

One solution for several areas
06

Jabio

We organized the strategy, the value proposition, the internal organization, and the market launch of a digital bio supermarket.

From 6 to 60 recurring customers in less than 3 months
07

CMK

We standardized services, organized clients, automated tasks, and defined internal channels so that a rapidly growing agency could work with greater focus.

A defined work system in 7 days

The way of working

We don't start by deciding which tool to buy or which process to change.

First, we find out what's happening, what's causing it, and how much it's costing the company. Then we design the solution that that specific business needs.

Frequently Asked Questions

Problems that arise when an SME grows.

How can you tell what's holding back the growth of an SME?+

We need to analyze together how the work is sold, organized and executed, how information circulates and what the data reveals. The visible symptom may stem from several related root causes.

What can be improved before hiring more staff?+

Before expanding staff, it is advisable to check for duplicate tasks, poorly distributed responsibilities, manual processes, scattered information, or underutilized capacity. Correcting these points allows us to know if there is really a staff shortage or if the problem is in the system.

Do the solutions use technology or artificial intelligence?+

Yes, but not in isolation. Technology and AI are combined with organization, processes, communication, responsibilities, training, and control. Technology is chosen after understanding the problem and only when it reduces work, errors, or costs.

Your company will be different.

Find out what's holding yours back.

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