Built to sell products, asked to sell transformation
ContentsOverviewThe problemTwo buyers, two different conversationsWhat was handed overStrategy and Commercial ExcellenceBuilt to sell products, asked to sell transformationAugust 2026 5 min […]
The roof has to pass as glass
Once a panel generates power it stops being only a roof. It becomes two regulated products at once.ContentsOverviewThe problemThe compliance gateWhat was […]
Loyalty was not where they thought
ContentsOverviewThe problemWhat the sprint set out to doCustomer ExperienceLoyalty was not where they thoughtAugust 2026 3 min read SprintlyWorksThe client wanted to […]
Four to ten months to return a part
ContentsOverviewThe problemWhat the sprint set out to doAftermarket and Service BusinessFour to ten months to return a partAugust 2026 4 min read […]
The narrowest box on the board
ContentsOverviewThe problemWhat the sprint set out to doStrategy and Commercial ExcellenceThe narrowest box on the boardAugust 2026 3 min read SprintlyWorksThe client […]
The data could not be bought
ContentsOverviewThe problemWhat the sprint set out to doStrategy and Commercial ExcellenceThe data could not be boughtAugust 2026 3 min read SprintlyWorksThe client […]
Five units, five different prices
ContentsOverviewThe problemWhat the sprint set out to doAftermarket and Service BusinessFive units, five different pricesAugust 2026 2 min read SprintlyWorksA global industrial […]
Thirty two thousand hours
A €19 billion European energy and refining major had an improvement programme live with no baseline under it. The sprint counted the lost time: 32,000 hours mapped, and one word that decides what the number means.
Designing a Learning Academy for a Defence Manufacturer
ContentsOverviewThe problemWhat the sprint set out to doOperational ImprovementDesigning a Learning Academy for a Defence ManufacturerAugust 2026 2 min read SprintlyWorksThe client […]
Two hundred hours to send a price
Industrial Engineering, Supply Chain & Operations Two hundred hours to send a price Contents The situation Why it is hard How we […]
The Aftermarket Does Not Need a Strategy. It Needs an Owner.
Three gaps, one cause. Across every engagement where we found an invisible installed base, uninvoiced service and unowned reach, we could not find the person accountable for closing them. That is not a strategy gap - it is a governance gap.
Your installed base is not an asset register. It is a demand forecast.
Part one of three on why OEMs under-capture the aftermarket they already own. The most useful number in one filtration mandate was a competitor's installed base, not our client's.