Proven Results
Real Impact. Measurable Results.
Every challenge contains the seed of transformation. Here’s what that looks like in practice.
The Challenge:
The clinical research team was struggling under the weight of inconsistency. Trial document management lived in silos — duplicate files, missed reviews, and fragmented ownership.
The result? Delays, rework, and rising compliance risk across studies.
The Approach:
We rebuilt the foundation of quality management — not by adding complexity, but by creating clarity:
-
Centralized document classification to unify structure and accountability.
-
Introduced a risk-based quality framework to balance rigor with efficiency.
-
Redesigned review workflows so quality oversight became faster, not heavier.
The Results:
Within nine months, the transformation was measurable and sustained:
-
55% reduction in documentation errors
-
10% improvement in overall quality metrics
-
Significant drop in rework and compliance gaps
-
The Challenge:
Across a global clinical operations function, engagement was slipping and Trial Master File (TMF) timeliness was lagging. Teams knew what to do, but competing priorities and uneven adoption meant the why had been lost.
The result? Declining metrics, delayed deliverables, and frustration across regions.
The Approach:
We reframed change from a requirement into a mindset:
-
Designed and led a global change campaign that connected process excellence to purpose and patient impact.
-
Launched tailored communications, immersive training, and local champions to bring consistency without losing local voice.
-
Activated thousands of employees across continents, turning passive awareness into active ownership.
The Results:
Within six months, the transformation was visible and measurable:
-
TMF timeliness improved by 10%.
-
Engagement scores rose by 30%.
-
Teams began sustaining improvement on their own — driving a wave of shared accountability.
-
The Challenge:
The finance organization recognized a gap: strong technical expertise, but limited capability to drive process improvement or embed continuous learning into daily work.
The result was familiar: recurring inefficiencies, missed opportunities, and a culture too busy delivering to pause and improve.
The Approach:
We helped the team shift from reacting to refining:
-
Redesigned and delivered a revitalized Lean Six Sigma program, reframed around real business outcomes rather than theory.
-
Trained and coached over 100 finance professionals, connecting improvement skills directly to their day-to-day challenges.
-
Embedded problem-solving into the rhythm of daily work through hands-on projects that produced visible wins.
The Results:
Within the first year, the shift was tangible:
-
Improvement skills embedded across teams, creating a shared language of efficiency and ownership.
-
Training projects delivered measurable cost and cycle-time reductions, demonstrating immediate ROI.
-
Leadership confidence grew, as teams moved from firefighting to forward-thinking — using improvement as a catalyst for growth.
-
The Challenge:
The Operations team faced a familiar obstacle: plenty of activity, but little visibility. Patient case lifecycle work was being completed, yet without consistent measurement or shared definitions of success.
Without clarity, productivity stalled, and improvement felt out of reach.
The Approach:
We built the structure that made casework visible and measurable:
-
Designed and launched a unified service-level metric to bring consistency and transparency to every stage of the case lifecycle.
-
Developed intuitive dashboards and reporting so teams could see, measure, and manage their performance in real time.
-
Partnered cross-functionally to embed these standards into daily operations and leadership reviews.
The Results:
Within six months of launch:
-
Productivity increased by 17%.
-
A repeatable measurement framework was established, enabling continuous improvement across markets.
-
Alignment between teams and leadership deepened, replacing assumptions with insight and effort with intentional progress.
-
01
Risk-Based Quality Management in Clinical Research
The Challenge
The clinical research team was struggling under the weight of inconsistency. Trial document management lived in silos — duplicate files, missed reviews, and fragmented ownership.
The result? Delays, rework, and rising compliance risk across studies.
The Approach
We rebuilt the foundation of quality management — not by adding complexity, but by creating clarity:
-
Centralized document classification to unify structure and accountability.
-
Introduced a risk-based quality framework to balance rigor with efficiency.
-
Redesigned review workflows so quality oversight became faster, not heavier.
The Results
Within nine months, the transformation was measurable and sustained:
-
55% reduction in documentation errors
-
10% improvement in overall quality metrics
-
Significant drop in rework and compliance gaps
02
Driving End-User Engagement in Clinical Operations
The Challenge
Across a global clinical operations function, engagement was slipping and Trial Master File (TMF) timeliness was lagging. Teams knew what to do, but competing priorities and uneven adoption meant the why had been lost.
The result? Declining metrics, delayed deliverables, and frustration across regions.
The Approach
We reframed change from a requirement into a mindset:
-
Designed and led a global change campaign that connected process excellence to purpose and patient impact.
-
Launched tailored communications, immersive training, and local champions to bring consistency without losing local voice.
-
Activated thousands of employees across continents, turning passive awareness into active ownership.
The Results
Within six months, the transformation was visible and measurable:
-
TMF timeliness improved by 10%.
-
Engagement scores rose by 30%.
-
Teams began sustaining improvement on their own — driving a wave of shared accountability.
03
Building Continuous Improvement Capability in Finance
The Challenge
The finance organization recognized a gap: strong technical expertise, but limited capability to drive process improvement or embed continuous learning into daily work.
The result was familiar: recurring inefficiencies, missed opportunities, and a culture too busy delivering to pause and improve.
The Approach
We helped the team shift from reacting to refining:
-
Redesigned and delivered a revitalized Lean Six Sigma program, reframed around real business outcomes rather than theory.
-
Trained and coached over 100 finance professionals, connecting improvement skills directly to their day-to-day challenges.
-
Embedded problem-solving into the rhythm of daily work through hands-on projects that produced visible wins.
The Results
Within the first year, the shift was tangible:
-
Improvement skills embedded across teams, creating a shared language of efficiency and ownership.
-
Training projects delivered measurable cost and cycle-time reductions, demonstrating immediate ROI.
-
Leadership confidence grew, as teams moved from firefighting to forward-thinking — using improvement as a catalyst for growth.
04
Driving Productivity in Commercial Operations
The Challenge
The Operations team faced a familiar obstacle: plenty of activity, but little visibility. Patient case lifecycle work was being completed, yet without consistent measurement or shared definitions of success.
Without clarity, productivity stalled, and improvement felt out of reach.
The Approach
We built the structure that made casework visible and measurable:
-
Designed and launched a unified service-level metric to bring consistency and transparency to every stage of the case lifecycle.
-
Developed intuitive dashboards and reporting so teams could see, measure, and manage their performance in real time.
-
Partnered cross-functionally to embed these standards into daily operations and leadership reviews.
Results
Within six months of launch:
-
Productivity increased by 17%.
-
A repeatable measurement framework was established, enabling continuous improvement across markets.
-
Alignment between teams and leadership deepened, replacing assumptions with insight and effort with intentional progress.