Every case study below reflects work we’ve led from inside the client organisation — not a framework delivered and handed over, but embedded delivery until the result was real.
Fowlers Consulting is a specialist NetSuite and technology consultancy. When we began working together, the team were already engaged with AI but there was no consistent approach or clear strategy for how to embed it across every function. At the same time, there was no formal delivery structure: no methodology, no governance framework, no controls.
AI transformation. We designed and led the end-to-end AI adoption programme — starting with strategy and use case mapping, building through to team capability, tooling and embedded practice. We mapped AI across every business function: proposals, pre-sales research, the full NetSuite delivery lifecycle, client governance, resourcing and meetings. We ran company-wide AI learning days and worked hands-on with the team to make adoption real rather than aspirational.
Project delivery. We built the project delivery function from scratch — methodology, controls, RAID governance, project board cadence, resourcing framework and client-facing delivery model — supporting seven consultants working alongside client teams of five to twenty people per engagement.
Fowlers moved from occasional AI use to every person in the business using AI every day, across every function. Team capacity increased by 25% net of new hires — more output, higher quality, faster response from the same team. Four new subscription revenue products launched within the first twelve months.
On the delivery side, projects now consistently run on time, to quality and within client budget — a step change from before any formal delivery structure existed.
A services organisation needed to modernise its core operating model across multiple markets simultaneously — replacing its e-commerce platform, migrating its middle-office systems, and redesigning its customer service function. The programme spanned the UK and three international markets, with full RFP, vendor selection, contract negotiation and implementation responsibility sitting with the programme team.
Led the business-wide digital transformation programme from inception to operational transition. Managed the full RFP and vendor selection process, led contract negotiation, and took accountability for delivery across the entire software lifecycle — from discovery through to go-live and handover.
The programme integrated three workstreams: a new e-commerce platform deployed across UK and three international markets; a middle-office system migration; and a customer service redesign built on a user-centred design approach.
Established Agile/Waterfall hybrid governance to manage the complexity of a 25-member programme team working across multiple geographies and delivery timelines. Maintained active senior stakeholder engagement throughout to ensure programme objectives remained aligned to business strategy.
Delivered a complex, multi-market digital transformation programme end-to-end — integrating e-commerce, middle-office and customer service into a modernised operating model across four markets. The programme ran from discovery to operational transition under structured hybrid governance, demonstrating that rigour and stakeholder alignment are the determining factors in large-scale transformation success.
Client name withheld pending publication approval. Quantitative outcomes to be added when client permits.