What clients found useful — in their own words.

Challenge

A technology services firm was experiencing consistent delays in the handoff between their product management and engineering teams. Both teams believed the problem originated with the other. Internal retrospectives had not resolved it over eight months.

Engagement

The Threading Engagement observed five handoff instances across the product-engineering boundary over three weeks. The consultant sat in on planning sessions and sprint kick-offs, and held brief conversations with six people across both teams.

Outcome

The written document identified a gap in how requirements were understood at the point of handoff — not a process failure but a vocabulary mismatch. The teams resolved it within two weeks without further outside involvement. Delivery delays reduced by approximately 30% over the following quarter.

Challenge

A managing director was considering a structural change to her leadership team ahead of a regional expansion. She had spoken to colleagues and trusted advisors, but found that the conversations kept returning to tactics rather than helping her think through the underlying question.

Engagement

The Warp Conversation focused on what she was actually trying to preserve as the organisation grew — rather than on the structural options themselves. The preparation document helped surface the assumptions she had been carrying into the question.

Outcome

The written reflection reframed the question in a way she found more workable. She made the structural change she had been considering — but with different reasoning, and with a clearer sense of what she was willing to trade. The engagement took one session and ten days.

Challenge

A professional services firm was running a firm-wide practice transformation that spanned four functions. The steering group was composed of senior partners who each held a different view of what the initiative was for, and the fortnightly steering meetings were producing decisions that were quickly undone between sessions.

Engagement

The Loom Programme began with a half-day kickoff retreat that surfaced the different views of the initiative explicitly for the first time. The fortnightly sessions used the consultant's written summaries as a common ground document, reducing the time spent on recap and increasing time spent on decisions.

Outcome

The initiative was completed within the six-month programme period. The closing review document identified three decisions that had been revisited more than twice — a useful index for the firm's future governance. The steering group reported that the fortnightly cadence had held the initiative together through two significant changes in scope.