Work that changed how leaders decide.

The challenge

Critical processes ran on spreadsheets, email approvals and one-off tools. Each new request was built differently, with no common model for security, data access or support.

What we did

• Defined the Power Platform environment strategy, security roles, data-access model and DLP policies
• Built reusable patterns for apps, cloud flows and approvals, integrated through Azure Functions, Logic Apps and Data Factory
• Introduced Copilot Studio agents, multi-agent orchestration and Model Context Protocol integrations into day-to-day workflows
• Put analytics projects under Git version control with Azure DevOps CI/CD

Impact

• 30+ digital solutions delivered per year
• Governed environments with clear separation of duties
• AI agents embedded in operational workflows, within existing security standards

The challenge

Commercial teams reconciled figures by hand before every review. Pricing exceptions surfaced late, and nobody owned an end-to-end view of the registration process.

What we did

• Designed and delivered a Power BI sales management system as part of a digital transformation program
• Built price-control analytics comparing online marketplace prices against policy
• Delivered a category market-share dashboard with financial-efficiency analysis
• Led a Lean Six Sigma project to map and streamline product registration

Impact

• One trusted view of sales performance across channels
• Price deviations visible by platform and product
• Significantly shorter product-registration lead times

The challenge

Planners lacked early warning of demand shifts, inventory risk was hard to prioritize by business impact, and service failures were explained after the fact rather than prevented.

What we did

• Designed a target BI architecture as a decision pipeline—from source data to a unified semantic layer to role-based cockpits and workflow actions
• Built a capability model across Plan, Source, Make and Deliver, connected by a cross-functional control tower
• Defined a KPI framework with north-star outcomes, driver metrics, owners, thresholds and review cadence
• Prioritized demand sensing, inventory health and on-time-in-full use cases into a three-wave roadmap

Impact

• One KPI language for supply chain, with a named owner for every metric
• A sequenced roadmap from foundation to predictive, global rollout
• Use cases that target stock-outs, overstock and service reliability together

The challenge

Leaders could not see where cash was stuck or which issues their teams could act on, and every department maintained its own version of the numbers.

What we did

• Built governed Power BI semantic models on the enterprise lakehouse for revenue, collections and receivables
• Codified business rules into the model, documented and owned by the business
• Keyed row-level security to Microsoft Entra ID identities, with a coverage audit for every user
• Automated refresh orchestration, timed to upstream warehouse loads

Impact

• One view of financial performance, from executive scorecard to transaction
• Zero line-level variance when detail was reconciled to source
• Access governed user by user, with audit-ready coverage reporting

The challenge

Names were spelled differently across systems, detailed reports were assembled by hand, and late adjustments could quietly change numbers that had already been reported.

What we did

• Resolved identities across systems using stable identifiers instead of names
• Delivered a scorecard with dynamic row-level security so each person sees only their own results
• Built a separate finance export, restricted to approved users and gated by a monthly lock
• Introduced locked month-end snapshots, refreshed automatically after close

Impact

• Self-service access to individual performance detail
• Locked, auditable month-end numbers—no silent restatements
• Exports controlled by role, in line with finance policy

The challenge

Leaders saw results only after the month closed. Budgets were set monthly while operations ran weekly, and channel performance could not be tied to outcomes.

What we did

• Unified CRM, scheduling and operational data in the lakehouse and Power BI
• Built cohort-based conversion curves from first contact to completed treatment
• Delivered weekly forward-visibility reporting against budget, by market and channel
• Converted monthly budgets into weekly targets using working-day calendars

Impact

• A forward view of demand, weeks ahead
• Budget pacing by market and channel in one place
• Marketing channel performance tied to outcomes

The challenge

Quality and sourcing teams worked from static reports, and drawing-release notifications to suppliers moved through manual channels that introduced errors.

What we did

• Built control-chart trending, supply-management and supplier-quality dashboards
• Identified and implemented new KPIs for the supplier performance rating system
• Streamlined the drawing-release process by moving notifications into the supplier change-notification system

Impact

• A broader, data-driven supplier rating system
• Fewer defects in the drawing-release process
• Timely supplier-quality visibility for sourcing and quality teams