CASE 01 Enterprise services organisation 10,000 employees Workday strategy redesigned end to end using AI for a 10,000-employee organisation Situation A Workday footprint of this size accumulates configuration, modules and manual workarounds faster than anyone can document them. The platform strategy had stopped matching how the organisation actually worked, and every proposed fix arrived as more configuration. What we did Reviewed the platform strategy against the real work being done in the function. Used AI to carry the analysis load: configuration review, process comparison, and documentation that would otherwise have taken a team months. Redesigned the strategy around what the platform should own and what it should not.
CASE 02 Mid-market group Multi-vendor HR technology stack $75,000+ saved by eliminating redundant HR tech vendors Situation Tools had been bought under pressure over several years. Several did overlapping work, one was barely opened, and renewals were staggered so nobody ever saw the total. What we did Inventoried every vendor with its true annual cost and its actual usage. Identified overlap, shelfware, and the capability AI already covered. Built the replacement path before anything was cut, so no capability was lost. Cut the redundant vendors and re-based the remaining contracts.
CASE 03 Scaling company In-house talent function $50,000 reduction in recruiting costs through AI adoption Situation Recruiting cost was rising with every open role. Sourcing, screening and scheduling were manual, and the default response to volume was to add coordinator capacity. What we did Mapped the hiring process and separated judgement work from process work. Rebuilt sourcing and screening around AI, with the team trained to run it. Held the human decisions — assessment and offer — with people, deliberately.
CASE 04 Fortune 100 companies Enterprise HR and people teams Fortune 100 companies trained on AI agent-building and prompting Situation Enterprise teams had enterprise AI licences and no working capability. Training available internally explained what the tools were, not how to make them produce anything. What we did Taught prompting and agent-building against the teams' own live work. Built agents for repeatable processes the teams owned end to end. Left prompt and agent libraries behind, with an internal enablement path.
CASE 05 Acquisitive mid-market and enterprise buyers 50+ transactions 50+ successful acquisitions of pattern recognition Situation On the buy side, HR diligence is usually the last workstream to be resourced and the first to surface a deal-breaking liability — compensation structures that do not reconcile, compliance exposure, or key talent already halfway out. What we did Ran HR due diligence on obligations, compensation, compliance and people risk. Modelled compensation harmonisation and phasing across both organisations. Designed culture integration deliberately instead of letting the larger side win by default. Named the key talent that had to be retained, and the terms to retain them.
