Supply Chain SaaS150→300 peopleInternal Product BuildChange Management
Everyone was scaling. Nobody owned the space between teams. So I built a product for that.
A 150-person supply chain SaaS company scaling toward 300.
The Situation
Teams were growing, but cross-functional issues had no home. Problems surfaced in Slack threads, died in 1:1s, and re-emerged in QBRs. Leadership was making the same trade-off decisions every quarter — without the data, the ranking, or the loop to do it once and move on.
What I Did
I designed and launched an internal operational excellence product, treated like a real product: backlog, prioritisation rubric, transparent ranking, and feedback loops back to the teams who raised the issues. I ran the change management alongside it — so adoption wasn't a launch event, it was a habit.
What Changed
80%
tool adoption
150→300
people scaled through
0→1
internal ops product built
80% of the organisation adopted the tool as the trusted place to surface and rank operational problems. Leadership stopped re-litigating the same questions. The company scaled from 150 to 300 with the operating layer growing alongside it — not behind it.
Without This Work
Cross-team problems would have stayed invisible until they became fires. Leadership would have kept reacting instead of prioritising. The same operational debt that slowed the company at 150 would have compounded at 300.
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