Fifteen sprints, all inside machinery makers.
Aftermarket, acquisitions, subcontracting footprint, Scope 3 and digital services, for companies from €350M to €25B. Every figure on this page comes from one of those fifteen.
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Everyone knows the recurring fault. Nobody here has run the study that finds where it starts.
A defect rate low enough to live with and high enough to annoy customers. A country list for engineering work that has never been costed. A competitor move your roadmap does not answer.
Each of these is a study an engineering team runs once. We run them most months.
None of that is a failure of your people. It is work that has never had an owner, because everyone who could do it already has a job.
Fifteen sprints. Filter by the question they answered.
Each one is a published case study. Client size is described, never named. The line at the foot of each card is the fieldwork actually done.
Showing all 15
Streamlining Sales to Boost Predictable Aftersales Income
Accelerating Customer Portal Adoption and Alignment
Building Scalable Digital Services Roadmap
Building a Unified Mill Services Catalogue
Prioritising Sawmill Equipment Suppliers Acquisition Opportunities
Agropulp Market Assessment and Acquisition Targeting
Inorganic Growth Opportunities in Vietnam Construction Sector
Mapping CVC Market and Competitor Landscape
Defining Strategic Direction for Future Intralogistics Landscape
Understanding Customer Pay Willingness for Green Roads
Reducing Out-of-Box Failures in Delivery Operations
Optimising Warehouse Replenishment Efficiency
Scouting Global Inventory Optimisation Solution
Digitising Supplier Emissions Data
Designing Scope 3 Emissions Methodology
The part that does not fit in a slide
Conclusions are easy to quote. These are the inputs. Each figure below is published on the case study it came from.
Three numbers, and what each one is
Out-of-box failure reduction potential
Identified for a measurement and industrial technology company, with 8 prioritised improvement solutions defined. Reduction potential, not a measured drop.A €600M company. 20+ stakeholder interviews, 4 cross-functional workshops.Countries assessed, 8 shortlisted
A company deciding where to place engineering subcontracting had 40+ countries assessed and 8 high-potential locations shortlisted.A €5B global industrial machinery company.Product gaps identified
Across light, heavy and marine segments, with an 18% product sales uplift estimated from capturing those white spaces. Estimated, not booked.An electrification solutions manufacturer.Written for this industry
Six pieces about machinery, equipment and aftermarket, rather than the generic set that runs on every other page.
Your installed base is not an asset register. It is a demand forecast.
What the machines you have already sold are telling you about next year.
The service you already deliver and never invoice.
Work your engineers do for free, and why nobody has costed it.
Why OEMs Are Under-Capturing Installed Base Value
The structural reasons aftermarket revenue leaks away.
Inquiry-to-Order: the bottleneck manufacturers can no longer ignore
Where quotes stall, and what it costs in orders.
Data Centre Demand Surge Redefines the Equipment Vendor Playbook
A demand shift that changes which products get engineered next.
Benchmarking and Enhancing Aftermarket Service Strategy
How service portfolios compare, and where the gaps are.
In their words
“The work of the team was important in increasing the level of awareness and urgency on the selected subject internally.”
“I have to say that from quality perspective team exceeded all targets. Fast, intense, “Sprint Manner” way of working showed well its power.”
“I have completed 23 years in the industry and I’m not that easily impressed but I must say astonished by the result you have here.”
Where else we have run this
Same team, same eight to ten weeks, different industry.
Send us the fault you have never had a free month to diagnose.
One question, one sprint team, eight to ten weeks at a fixed price, and the model is yours at the end.
One senior analyst and two juniors. We have run this sixteen times for machinery and equipment makers, so the first two weeks are not spent learning what a bill of materials is.
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