Case Studies
Real results from real projects. See how we've helped businesses transform their digital presence and achieve their goals.
Showing 12 projects
Patient Portal Platform for Healthcare Provider
Confidential Healthcare Client
A multi-location healthcare provider was struggling with outdated patient communication systems. Patients had to call during business hours for appointments, prescription refills, and test results, leading to long wait times and staff frustration. The existing patient portal was built on legacy technology and had poor mobile responsiveness, with minimal patient adoption. The system couldn't handle the increasing regulatory requirements for patient data access, and there was no integration with their EHR system, requiring manual data entry for every patient request. Staff spent an estimated 20+ hours per week on tasks that could be automated, and patient satisfaction scores were declining due to poor communication experiences.
Registration Platform for Faith-Based Youth Camp
Confidential Ministry Client
A Christian summer camp was managing registrations through paper forms and spreadsheets, leading to registration errors, payment tracking issues, and administrative overhead consuming hundreds of hours each season. With 600+ campers per summer across 12 sessions, staff spent 4-6 weeks manually processing applications, managing waitlists, tracking payments, and communicating with parents. Medical forms and liability waivers were often incomplete or lost, creating liability concerns. The camp couldn't efficiently track dietary restrictions, allergies, or medication needs. Cabin assignments required days of manual work trying to honor friend requests while balancing age groups. Payment collection was challenging with many families requiring payment plans, and staff had no visibility into which families had outstanding balances. The camp had to turn away interested families due to operational constraints rather than capacity limits. Communication with parents was inconsistent, with questions going unanswered for days.
Digital Transformation for Professional Services Firm
Confidential Accounting Client
A growing CPA firm with 35 employees and 800+ clients was drowning in manual processes for client document collection and communication. During tax season, documents arrived via email attachments, physical mail, fax, and even text messages, creating a chaotic filing system spread across multiple platforms and physical filing cabinets. Tax professionals spent 15-20 hours per week just organizing and categorizing documents, chasing missing information via phone calls and emails. The firm had no systematic way to track which clients had submitted required documents, leading to last-minute scrambles, missed extension deadlines, and client frustration. Security was a growing concern with sensitive financial documents in unencrypted email attachments. The firm experienced 40% staff overtime during tax season (January-April), contributing to burnout and turnover. Client onboarding was entirely manual, requiring 3-4 hours per new client. The practice management system didn't integrate with document collection, requiring double data entry. Younger, tech-savvy clients were choosing competitors with modern portals. The managing partners knew they needed to modernize but feared disrupting workflows during busy season and worried about client adoption.
E-Commerce Platform Redesign for Retail Brand
Confidential Retail Client
A growing outdoor apparel and gear retail brand with $8M in annual online revenue was experiencing alarming cart abandonment rates of 73% and particularly poor mobile conversion at just 1.8% despite mobile traffic representing 68% of site visitors. Their legacy e-commerce platform, built on an outdated Magento 1 installation, was creating significant business challenges. The checkout process was cumbersome with 7+ steps including mandatory account creation, causing friction at the crucial conversion moment. Mobile users faced 8-12 second page load times, navigation problems with small tap targets, and frequent crashes during checkout on older devices. The product catalog system couldn't efficiently handle their expanding inventory of 2,400+ SKUs with complex variants (sizes, colors, styles), making it difficult for customers to find products. Customer support was overwhelmed with 200+ inquiries per week about order status and tracking information because the platform lacked proactive communication. The platform had zero integration with their warehouse management system, requiring manual order entry and resulting in 2-3 day fulfillment delays and frequent inventory discrepancies causing overselling situations. Page load speeds averaged 7.8 seconds, hurting SEO rankings and causing a 40% bounce rate. The site lacked modern features like wish lists, product reviews, size guides, and style recommendations that customers expected. Mobile-first competitors were capturing market share with superior user experiences. The technical team spent 60% of their time fighting fires and maintaining the legacy platform rather than improving the customer experience.
Growth Strategy Development for SaaS Startup
Confidential SaaS Client
A B2B SaaS startup in the project management and collaboration space had achieved product-market fit with 85 paying customers and reached $2M in annual recurring revenue, but struggled to scale beyond this plateau despite 18 months of effort. Their go-to-market strategy was unfocused and reactive, attempting to serve everyone from solo freelancers at $19/month to enterprise teams at custom pricing, resulting in conflicting product priorities and inconsistent messaging. Marketing spend of $45K per month had disappointing ROI with most leads being poor fits, tire-kickers, or one-person shops that churned within 3 months. Sales cycles were wildly inconsistent ranging from 30 days to 180+ days with no clear pattern, making revenue forecasting impossible and creating cash flow challenges. Customer acquisition costs averaged $8,200 per customer while lifetime value was only $14,400, creating unsustainable unit economics that concerned investors. The founding team—technical founders with limited go-to-market experience—lacked clarity on which customer segments to prioritize, which features to build, and how to position against established competitors like Asana, Monday.com, and Microsoft Teams. Churn rate was 8% monthly for their smallest customers but only 2% for mid-market accounts, yet they spent equal effort pursuing all segments. The sales team of 4 reps used different pitches and approaches with no standardized playbook. Product development was pulled in multiple directions by feature requests from disparate customer types. Marketing messages tried to appeal to everyone and resonated with no one. The team knew they needed strategic focus to achieve their Series A goal of $5M ARR but didn't know where to focus their limited resources for maximum impact.
Cloud Migration Strategy for Manufacturing Company
Confidential Manufacturing Client
A mid-sized automotive parts manufacturing company with 450 employees and three production facilities was running critical business applications on aging on-premise infrastructure that was nearing end-of-life and creating serious business risks. Their primary data center, built in 2008, housed ERP, MES (Manufacturing Execution Systems), quality management, and inventory systems on physical servers with single points of failure. Annual infrastructure maintenance costs were escalating, reaching $485K per year including hardware refresh cycles, software licenses, cooling, power, and dedicated IT staff time. The infrastructure couldn't support the remote and hybrid work policies implemented during COVID-19, with VPN connections being slow, unreliable, and a security concern. Their disaster recovery plan was theoretical at best—backup tapes stored off-site with 48+ hour recovery time objectives that would be catastrophic for production operations. The systems couldn't scale to meet demand spikes during peak production periods (Q3-Q4), requiring manual workarounds and overtime. The IT team of 6 spent approximately 70% of their time on routine maintenance, hardware troubleshooting, and keeping legacy systems running rather than on strategic initiatives that could drive business value. A recent power outage lasting 14 hours resulted in $340K in lost production and highlighted infrastructure fragility. The company needed to modernize to remain competitive but lacked internal cloud expertise and feared significant business disruption during migration. Previous failed attempts at technology transformation (an abandoned ERP upgrade in 2019) made leadership risk-averse. Compliance requirements for automotive industry certifications (IATF 16949) added complexity to any infrastructure changes.
Market Expansion Strategy for Non-Profit Organization
Confidential Non-Profit Client
A regional non-profit organization providing workforce development and job training services had built a successful model in their home state of Ohio, serving 900+ individuals annually with 78% job placement rate and strong community relationships built over 15 years. Leadership wanted to expand their proven model to three new states (Kentucky, Indiana, and Michigan) to serve more people and increase impact, but lacked a structured, strategic approach to geographic expansion. They were successful in their home market but uncertain how to replicate that success elsewhere without destroying what made them effective. Key challenges included: limited understanding of new markets' regulatory environments, labor market dynamics, funding landscapes, and community needs that might differ from Ohio; severely constrained budget with $3.2M annual revenue and limited cash reserves meaning expansion missteps could threaten the core mission; small team of 22 staff already stretched thin with current operations, making it difficult to dedicate resources to expansion efforts; no documented playbook or systems for replicating their program model in new locations; board members had mixed opinions about expansion timing and approach, with some concerned about mission drift and others pushing for faster growth; significant risk of damaging brand reputation and donor trust if expansion failed or quality suffered; uncertainty about which of the three target states to prioritize and whether sequential or parallel expansion made sense; concerns about finding local partners, hiring qualified staff, and adapting programming for different markets; lack of market research and financial modeling to inform decisions; and questions about whether their funding model (mix of government contracts, foundation grants, and corporate sponsorships) would work in new states.
Custom CRM Implementation for Real Estate Firm
Confidential Real Estate Client
A boutique commercial real estate firm specializing in office and industrial properties with 20 agents, 4 property managers, and $85M in annual transaction volume was struggling with a fragmented technology ecosystem that was costing them deals and limiting growth. Agents were using a patchwork of disconnected tools: Excel spreadsheets for tracking properties and clients, personal Gmail accounts for client communication, consumer-focused CRMs (primarily Zillow Premier Agent) designed for residential real estate that didn't fit commercial workflows, DropBox folders with inconsistent organization for property photos and documents, and handwritten notes from property tours and client meetings that got lost. This created numerous operational problems: agents spent 12-15 hours per week manually updating property information across multiple systems when listings changed; there was no central source of truth for client relationships with prospect data scattered across individual agent computers causing opportunities to slip through cracks; property listings weren't shared effectively across the team resulting in agents duplicating research and missing co-brokerage opportunities; deal pipeline visibility was non-existent with leadership unable to forecast revenue or understand where deals stood; client communication appeared fragmented and unprofessional with inconsistent email signatures, delayed responses, and lost email threads; the firm was losing deals to larger competitors with sophisticated technology platforms providing faster response times and better property intelligence. Leadership problems included inability to manage agent performance without visibility into activities, difficulty tracking commission payments with manual calculations prone to errors, and no historical data to analyze which marketing activities or property types generated best returns. The existing CRM systems they'd tried (Salesforce, HubSpot) were generic, expensive, and required extensive customization to match commercial real estate workflows around property analysis, lease terms, tenant requirements, and cap rate calculations. Previous implementation attempts failed because agents found the systems cumbersome and continued using spreadsheets. The firm recognized technology was becoming a competitive disadvantage in winning listings and attracting top agent talent.
Cybersecurity Assessment and Remediation for Financial Services
Confidential Financial Services Client
A regional wealth management and financial advisory firm managing $680M in client assets across 850+ high-net-worth individuals and families faced mounting cybersecurity concerns that threatened their business and fiduciary responsibilities. The firm had grown rapidly through acquisition of three smaller practices over 5 years, inheriting inconsistent IT systems, security practices, and technical debt. Their previous Chief Technology Officer had departed 8 months earlier, leaving the remaining IT team of 3 unsure of their actual security posture and unable to articulate what protections were in place. This created numerous urgent concerns: potential vulnerabilities in systems containing highly sensitive client financial data including account numbers, Social Security numbers, tax documents, and investment strategies that would be catastrophic if breached; lack of formal security policies, procedures, and documentation with undocumented systems and unknown administrator access; no documented incident response plan despite SEC regulations requiring one, leaving them unprepared for security events; unclear compliance with SEC Regulation S-P (Safeguards Rule) and cybersecurity requirements with upcoming regulatory examination creating significant anxiety; inconsistent security practices across the three legacy systems from acquired firms that were partially integrated but not fully unified; fear of reputational damage and loss of client trust if a breach occurred, particularly given their high-net-worth clientele; lack of cybersecurity insurance or outdated policies that might not cover modern threats; employees with limited security awareness training clicking on phishing emails and using weak passwords; remote access solutions implemented hastily during COVID-19 without proper security controls; uncertainty about vendor security practices with numerous third-party systems handling client data (portfolio management, CRM, financial planning software); legacy systems running outdated software with known vulnerabilities that couldn't be easily updated. Leadership recognized they had a serious problem but didn't know where to start, how bad things were, or what good security looked like for a firm their size.
Operational Excellence Program for Construction Company
Confidential Construction Client
A commercial construction company specializing in office buildings, retail centers, and industrial facilities with approximately $62M in annual revenue and 85 employees was experiencing wildly inconsistent project performance that threatened profitability and growth. While some projects came in on-time and on-budget with satisfied clients, others had significant cost overruns, schedule delays, quality issues, and contentious relationships. The company lacked standardized processes across project teams, with each project manager using their own approach, templates, and tools based on personal experience and preferences. This resulted in repeated mistakes that should have been prevented by organizational learning. Critical operational challenges included: average project gross margins of only 6.2% when industry standard for similar work was 10-15%, making the company barely profitable with little cushion for errors; frequent change orders often poorly documented causing disputes with clients, payment delays, and erosion of margins when work was performed without approved change orders; poor communication and coordination between field superintendents and office-based project managers resulting in surprises, rework, and finger-pointing; limited visibility into actual project costs until monthly accounting close 2-3 weeks after month-end, by which time overruns were often too advanced to correct; high employee turnover particularly among project managers (averaging 38% annually) with exit interviews citing stress, lack of support, and unclear expectations; difficulty scaling beyond current revenue level with leadership afraid to take on more work due to execution inconsistency; estimation inaccuracy with bids sometimes too low resulting in money-losing projects and other times too high causing lost opportunities; safety incidents occurring at 2.5x industry average rate creating workers compensation costs, OSHA scrutiny, and moral concerns; client satisfaction varying wildly with some clients becoming long-term partners while others vowed never to work with the company again; inadequate project documentation causing disputes about what was included in scope, difficulty closing out projects, and lost institutional knowledge when employees departed. The leadership team recognized they had process and systems problems rather than simply people problems, but struggled to find time for improvement while managing daily crises.
Learning Management System for Corporate Training
Confidential Corporate Client
A multi-location service company operating 35 branches across 12 states with 580+ employees providing HVAC, plumbing, and electrical services was struggling to maintain compliance with diverse training requirements across different jurisdictions and service lines. Each state and sometimes municipality had specific licensing, safety, and continuing education requirements for technicians. Training was conducted through a patchwork of approaches: in-person classroom sessions requiring expensive instructor travel and taking technicians off revenue-generating work, PDF documents emailed to employees with no tracking of whether materials were read or understood, third-party training providers with inconsistent quality and no integration with HR systems, and supervisor sign-offs on paper forms easily lost or forged. This created numerous serious problems: difficulty tracking training completion across hundreds of employees in dozens of locations, with HR maintaining spreadsheets that were always out-of-date; new employee onboarding taking 4-6 weeks due to scheduling challenges coordinating multiple in-person training sessions across locations; audit risk during state licensing board inspections or OSHA visits with incomplete or undocumented training records potentially resulting in fines, license suspension, or increased insurance premiums; training content that was outdated, boring, and ineffective with employees resenting death-by-PowerPoint sessions and retaining little information; HR staff spending 25+ hours weekly manually tracking certifications, sending email reminders for overdue training, and generating compliance reports for leadership; technicians needing recertification training at inconvenient times requiring them to travel to headquarters or wait for next scheduled session; inconsistent training quality across locations depending on local manager competence and commitment; inability to quickly deploy training in response to new regulations, equipment, or safety issues; high cost of in-person training including instructor time, travel expenses, facility rental, and technician downtime estimated at $280K annually; lack of professional development opportunities beyond compliance requirements contributing to technician turnover averaging 31% annually. Leadership faced anxiety about compliance gaps and audit findings but lacked visibility into actual training status. Previous attempts to use off-the-shelf learning management systems failed because they weren't tailored to field service workforce needs and lacked integration with existing HRIS and scheduling systems.
Technology Stack Evaluation and Modernization Roadmap
Confidential Technology Client
A software company with a 12-year-old SaaS product serving 450+ B2B customers and generating $18M ARR was facing increasing technical debt and competitive pressure that threatened their market position. Their core application was built on technology stack that was cutting-edge in 2013 but had become outdated: AngularJS 1.x frontend framework (reached end-of-life, no longer receiving security updates), Ruby on Rails 3.2 backend (5 major versions behind current), MySQL database with no replication or high availability, monolithic architecture making changes risky and slow, homegrown authentication system with security concerns, minimal automated testing (22% code coverage), manual deployment process taking 4-6 hours, and no containerization or modern DevOps practices. This technical debt created serious business problems: performance issues causing customer complaints with pages taking 8-15 seconds to load and report generation timing out for larger customers; security vulnerabilities in outdated dependencies creating audit failures and preventing sales to enterprise customers who required SOC 2 certification; difficulty attracting and retaining engineering talent with developers wanting to work on modern technology rather than legacy systems, contributing to 40% annual engineering turnover; slow feature development with simple features taking 2-3 months due to brittle codebase, poor architecture, and fear of breaking existing functionality; increasing operational costs with manual processes, scaling limitations requiring expensive vertical scaling, and lack of automation; customers threatening to churn due to performance problems and lack of modern features offered by newer competitors; competitive pressure from well-funded startups with modern architecture launching features faster and winning market share. The engineering team had intense debates about how to address technical debt: some advocated for gradual refactoring, others wanted complete rebuild, and leadership worried about both approaches—gradual refactoring might not go far enough while complete rebuild risked business disruption and opportunity cost. The team couldn't align on strategy and different engineers worked on different modernization approaches without coordination, creating more inconsistency. Leadership needed objective, data-driven guidance on whether to modernize, how to approach it, what the risks and costs would be, and how to maintain business continuity during transition.