Some of our projects.
Seven real transformations, told without names: we work with companies that prefer not to be named, and we respect that. What matters remains—what was there, what we saw that wasn't visible, where we started and what kept working afterwards. Including what we decided to stop.
The advertising accounts weren't in the company's name: nobody could audit what the money was being spent on or by what criteria. There was no reliable measurement, and two of the four centres were losing patients without anyone keeping an eye on it. This wasn't starting from zero: it was starting from below zero.
The cheapest lead produced the most expensive patient. At the best-converting centre, each patient who made it to an appointment cost €94; at the worst, €160—with a lead that cost half as much. And there, out of every 100 people who left their details, 6 ended up in the chair. The advertising was doing its job. What was failing was what happened next: the call, the confirmation, the booking.
Before growing, recover ownership of the accounts and stop optimising the wrong metric. That meant warning that the monthly report would look worse for a while—fewer leads, more expensive ones, but the kind that actually turn up. We said so before we started, not after.
An average of 4.73 across 683 reviews and a business that, for the first time, can be read through its own numbers. In April, day-to-day management passed to the clinics' in-house team: the ratings didn't fall, they kept rising. That's the proof that matters to us—that the system holds up without us.
The half-year closed 19% above the previous year. It's a recovery after the 2025 low, not a record: it's back to 2024 levels. And it's growth of the business, not an achievement that marketing can claim on its own. We told them exactly that, and we're saying the same here.
An independent agency that has grown quickly, in a sector being rewritten from underneath: algorithm changes on the platforms, price pressure and AI eating into the tactical work that until yesterday was billed by the hour. The will to grow was there; the system to steer that growth wasn't.
The diagnosis by dimension said it plainly. The leadership team didn't share a clear view of the strategy. The service offering was tactical and poorly differentiated, and that—not the quality of the work—was what kept the deal size from going up. Sales depended almost entirely on the CEO. And the leadership hadn't made a habit of looking at operating finances: they saw revenue, not profitability per account.
Before selling more, being able to see. First the data, then the tools that make use of it, and only then the rituals that keep it moving. Without all three layers at once the system doesn't work: without clean data the tools lie, and without rituals neither the data nor the tools change a single decision.
Management can now answer, at any moment, how much each client costs, who has capacity to spare and what is still to be invoiced. Before, that came to light when the project closed, when it was already too late.
A control system costs time: between 8% and 9% of the team's hours. We calculated it on their real portfolio before building it, not after, and compared it with what well-run agencies spend. If the number hadn't added up, the recommendation would have been different.
What's next. Continuous improvement, CRM, call centre and centralising information.
Eighteen domains open and twelve live websites, each named after a destination or a theme, competing on Google against the parent brand. Nobody had opened them all at once or abandoned them all at once: they just piled up. Nobody had to switch anything off, and that's exactly the problem—no one decided to keep them; it's simply that nobody reviewed them.
The twelve themes with their own domain already existed inside the main website. All twelve. They don't share the market: they take it from each other. And the lesson that best explains our method came from looking at how enquiries came in: the person who moves them by hand doesn't do it because they enjoy it, they do it because the architecture won't let them do it any other way. Changing the architecture is what frees people—not asking them to run faster.
Order matters more than speed. First, whatever doesn't depend on any strategic decision and can start tomorrow. Then instrument and measure, because consolidating blind would work but we couldn't prove it or correct it. Only then decide. And consolidate last.
A transformation programme the company put forward as backing before the sustainability certification committee it is assessed by. And a decision rule that no longer depends on us.
We recommended shutting things down, so we also said what we didn't know: without access to the analytics there was no way to estimate traffic or conversion, and we didn't make up either. Every figure in the document came from the audit or a cited source. A document that rests on made-up figures falls apart at the first question.
What's next. Extract and unify each website's data before touching anything, so that consolidation doesn't wipe out years of commercial history.
Not everything is an eighteen-month programme. Sometimes the brief is one specific decision—opening, selling differently, digitalising—and the work is getting there with data and getting out.
Chain of CrossFit centres · Catalonia
A single centre, six years in business, the space full and the growth ceiling reached. The diagnosis by dimension gave 33.3% maturity: a moment for optimisation, not expansion. Before opening anything, they had to decide which business they wanted to run.
Corrugated cardboard packaging manufacturer · family-owned industrial · Catalonia
First the strategy and a new 100% digital business line, with its financial model. Then, once the line was up and running, the sales system and training for the sales team to sustain it.
Chain of sports nutrition centres
A competitor benchmark, a financial model for the B2C business and an expansion strategy: the three pieces needed for the decision to open to stop being a hunch.
Furniture manufacturer
A project plan to gain operational efficiency and give a digital base to a business that, to a large extent, was run from memory.
Between 2020 and 2022 we built and tested three new business line projects in an emerging sector—our own and with partners. They reached the market, were measured and were put on hold when regulation changed in Spain. They're here because R&D capability is shown as much by what you launch as by what you decide to stop.
It's exactly what we sell in Disrupt: validating that there's a market before committing resources—and having the judgement to stop when the legal framework shifts.
Seven projects, seven different businesses and four things that are identical in all of them. If any of this sounds like what you need, we'll probably be a good fit.
Ownership and management, at the same table. Transformations that depend only on the team below don't take root, and we've learned that the hard way.
Half the value is in the reframe: seeing that the cheap lead turned out to be expensive, or that eighteen brands divide instead of multiplying. We explain it until it becomes obvious.
Order matters more than speed. Sometimes that means warning that next month's report is going to look worse, or recommending stopping a project that's already under way.
Systems, processes, teams and training—until they work without us. The proof isn't delivering the report: it's the asset still performing after we've gone.
Start by finding out what stage your company is at. The test gives you your maturity level and your biggest levers in a few minutes—and if you'd rather tell us in a conversation, that works too.
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