TALES OF BUILDING, SCALING AND WINNING
Restoring Momentum: How a US gas retailer hit its release window across 8,000+ stores
40% Faster to Market
V1 consumer app released in 6 months - 40% faster than the predicted 10-month timeline.
10x More Efficient
Release planning made 10× more efficient - cut from 1 month to just 3 days.
A major US gas station retailer set out to launch a new operating system and rewards platform across 8,000+ stores. The goal was to move fast, hit the market window, and become the dominant software suite ahead of a rising competitor. THE PROBLEM The program was slipping. Deadlines were missed, costs were climbing, and momentum was fading. Three big issues stood in the way: 1. Priorities were scattered, and teams were building everything instead of what mattered. 2. Culture was broken - turnover was high, and leaders made decisions in silos. 3. Ways of working were outdated, with no clear roles, responsibilities, or adaptable rhythm to adjust to the market and test new learnings. THE FIX The client reset on three fronts: 1. Ran a VisionSync360™ to align leaders on the North Star, big bets, and OKRs, followed by All-In-Planning™ to set 90-day roadmaps and focus effort. 2. Landed on clear values and target culture, wove new behaviors into daily and monthly rhythms, and used regular retros to learn and improve. 3. Installed agile ways of working - clarifying decision rights, breaking OKRs into two-week sprints, and creating predictable delivery cycles. THE RESULTS Within 90 days, teams were aligned, capital was focused, and delivery was predictable. Culture stabilized, attrition slowed, and energy returned. Most importantly, the program hit its release window and regained its path to market leadership.
Doubling Speed: How a rewards startup achieved product-market fit in 6 months
25% Faster Testing and Delivery
Feature testing sped up by 25% - from monthly cycles to 3-week sprints.
25% More Team Productivity
25% more user desired features shipped per month.
A consumer rewards startup in Southeast Asia set out to build an application that could integrate across banks and retailers. At the ideation stage, the company needed to test its MVP fast, validate the model, and prove product-market fit to unlock its next round of funding. THE PROBLEM Funding was limited, timelines were tight, and pressure was mounting. But three challenges held them back: 1. Teams worked inconsistently across contractors and vendors, making integration difficult. 2. Priorities were unclear, with teams pulling in different directions and diluting the vision. 3. Deadlines to test in-market and validate were slipping, threatening their ability to raise the next round. THE FIX The founders and leaders reset alignment and execution: 1. Ran a North Star exercise to define the single success metric, then translated strategy into company-level OKRs. 2. Each team drafted its own mission and OKRs, showing how their work connected back to company priorities. 3. Ran a two-day All-In-Planning™ session to break down OKRs into roadmaps, setting 90- and 180-day deliverables. Trained all teams in agile, adopting two-week sprints to test, adapt, and learn quickly from customer feedback. THE RESULTS The startup doubled its speed of testing and validation. Within six months, it had achieved product-market fit and was positioned strongly to secure new venture funding.
Scaling Smarter: How an Fin-Tech scale-up hit investor deadlines in 8 months
20% Faster to Market
Rebuilt investment platform delivered in 8 months, not 10.
>30% More Business Value
Adoption climbed by focusing on what users wanted, not assumptions.
An early-growth startup had already proven product-market fit with a digital platform enabling private investors to access the startup ecosystem in APAC. To scale, they needed a more secure, sophisticated product that could meet regulatory requirements, integrate with banks, manage investor identity, and expand into new markets and channels, including family offices and private investors. Investors set a 10-month deadline to build and launch the upgraded platform before the next funding round. THE PROBLEM Execution faltered under three big challenges: 1. Leaders, product, and investment teams disagreed on the vision for the next stage of growth, leaving big ideas stuck in boardrooms. 2. Development teams worked in silos, building in a “black box” without input from investment teams or customers, risking features nobody wanted. 3. Distributed teams across three countries struggled with alignment, engagement, and coordination, slowing decision-making and delivery. THE FIX The startup adopted a structured 90-day rhythm: 1. Ran VisionSync360 sessions to align on mission, OKRs, and market bets, backed by regular SWOT reviews to keep priorities sharp. 2. Conducted All-In-Planning™ with investment, product, and tech teams to define 90-day deliverables, clarify ownership, and build a shared roadmap. 3. Used SignalCheck™ and ProofCheck™ to test features in-market, track early traction, and decide quickly whether to double down or pivot. THE RESULTS Every feature was validated - or disproved - early, cutting wasted effort and making development 3× more efficient. Teams released and tested iterations 2× faster, adapting to market needs in real time. The complete product launched in just 8 months, hitting the critical investor deadline and setting the company up for its next funding round.
From Chaos to Cohesion: How a bank’s change agent team rewired culture at scale
79% Faster Delivery
Planning slashed from 2 weeks to 3 days, enabling faster execution.
>40% More User Value Created
Almost half the business engaged in under a year, speeding up culture change and business results.
A major Southeast Asian bank with 12,000 employees needed to modernize its culture, behaviors, and ways of working to compete with digital-first rivals. To drive this transformation, the bank appointed a team of 15 internal change agents tasked with leading the shift across the organization. THE PROBLEM The team itself wasn’t set up for success. 1. They had no shared mission or clear mandate, so couldn’t explain their purpose to the wider business. 2. They lacked a strong team culture, with fixed mindsets that made it hard to model the change they were supposed to teach. 3. Their work was scattered, reactive, and uncoordinated. Senior stakeholders pulled them in multiple directions, leading to missed deadlines, unfinished initiatives, and little impact. This was a critical risk: if this team of 15 failed, the transformation of 12,000 employees would fail with it. THE FIX The change agent team adopted all components of RACE™ Kit to rewire how they worked. 1. Vision & Mission: They clarified their North Star and mandate, aligning on what success meant and how to communicate it. 2. Prioritization: Every 90 days, they set big goals, broke them into OKRs, and assigned clear owners. 3. Culture reset: They agreed on team values, norms, and accountability rules, ensuring they lived the change they were promoting. 4. Ways of working: They designed clear roles (visionaries, leads, builders), mapped dependencies, and adopted agile two-week sprints with rapid testing and iteration of materials. 5. Performance & motivation: They set up metrics and incentives to track progress and celebrate wins, keeping energy high. THE RESULTS Within 8 months, the team engaged ~40% of the bank’s 12,000 employees in new ways of working. Their ability to deliver tangible change earned them expanded funding and a 3-year mandate to continue the rollout. Most importantly, they became a credible model of cultural change - proving that transformation could be lived, not just preached.