Accelerating Strategy Execution to Unlock Profitability

1 min read

Business & Operating Models Business Strategy

Software engineers reviewing code on multiple screens during a collaborative development session.

A global IT services provider faced stagnating growth, pressured bottom-line and struggled to translate strategic ambition post-divestment into measurable results. We helped sharpen its commercial focus, aligned governance, and boosted delivery discipline. Within four months, the company accelerated a new strategic segment by securing 20 new customers and delivered 3x on their bottom-line at end year.

Outcome 1: Landed 20 new customers in four months in a newly prioritised strategic segment

Outcome 2: Delivered 3x bottom-line performance by year end through cost and project delivery optimisation

Outcome 3: Aligned the commercial delivery model across offerings and project types, supported by a KPI cockpit

The challenge

The IT services market was becoming increasingly competitive, with mounting pricing pressure and growing demand for specialised, high-value expertise. Enterprise clients expected greater differentiation and measurable business impact from their technology partners. Despite its strong capabilities, our client had experienced stagnating growth and recognised that its existing strategy would not deliver the desired outcomes. The business needed greater commercial focus, clearer governance and stronger execution discipline to align delivery capacity and expertise with evolving market demand.

Following the divestment of a significant part of the business, our client had repositioned itself from an IT infrastructure provider to a pure consultancy. While strategic priorities had been defined at a high level, they struggled to translate them into measurable commercial results. Improving performance required sharper customer segment prioritisation, stronger delivery governance and more disciplined management of pricing, costs and capacity. The transformation was further complicated by organisational change fatigue and limited visibility into commercial performance following the divestment and ERP platform changes.

The approach

We conducted a structured assessment of commercial performance, governance and execution readiness, working alongside leadership and embedding ourselves within existing strategic workstreams. Together, we refined strategic priorities, identified the highest-value commercial opportunities and defined the conditions required for successful execution. We helped redesign the commercial operating model, established clearer ownership of margins, developed a measurable execution roadmap and introduced a KPI cockpit to provide leadership with real-time visibility of performance.

The impact

Within four months, the business secured 20 new customers in a newly prioritised strategic segment, demonstrating immediate commercial momentum. Better control of capacity, pricing, costs and margins contributed to a threefold improvement in bottom-line performance while creating a stronger platform for future growth. The transformation also improved leadership alignment, clarified decision-making and strengthened execution discipline across the organisation. With a more focused commercial model and greater performance visibility, the business was equipped to deliver its long-term strategic ambitions.

Head of Commercial Excellence & Strategy Owner

The strategy process provided us with several epiphanies about new areas for us to grow in and what it takes to transform into a true consultancy. The results and implementation speak for themselves. We’ve materially lifted all the key metrics in our KPI cockpit and have landed many new Tier 2 customers that are showing a lot of promise.