The Company Thought It Had a Sales Problem. It Didn’t.
The client is an international mid-size software development company delivering digital engineering services and technology solutions to global clients. The company is headquartered in Singapore, operates development centers in Vietnam, and maintains business offices in London, Dubai, Switzerland, Singapore, and Uganda.

The Board had committed to AI-ready growth — but the company couldn't execute it: fragmented data, inconsistent reporting, no single source of truth.

🚀 The company committed to business continuity — but no playbook existed for it: 70% of engineering was in a war zone, and nobody had ever relocated people at this scale. Built the delivery capability: Serbian hub to 1,000+ employees in 12 months, 800+ relocations, zero clients lost.

🌍 The company's strategy demanded doubling its largest practice — but the operating model was already failing at 1,000 people: bench 2x above target, margins down 20%, staffing SLAs missed. Rebuilt operations first, then scaled: 1,000 → 2,000+ FTEs across 20 countries, $100M+ portfolio, stable 30–40% margins.

💼 Leadership bet on becoming a top MACH partner — but the capability to deliver existed nowhere: not in the company, not on the market. Built it from scratch: 0 → 1,000+ engineers in 2 years, becoming a top-3 global MACH GSI alongside Deloitte and Accenture.

📈 The location was supposed to carry the company's growth — instead it was burning $2M a month: 40% of engineers on the bench and no staffing system behind them. Built the operating backbone from scratch: back to profitability, bench 40% → 10%, and growth from 1,000 to 4,000+ people on the same processes.