Investigations, not testimonials.

Engagements written up the way they ran: what the client thought, what the numbers said, what moved. Every figure reconciles to the client’s own reporting. Named where the client agreed, anonymised where they asked, and some of this work sits under NDA.

  1. File 01
    A leading $100M engineering consultancyAnonymised at the client’s request

    Five strong leaders. Five good visions. One decision nobody had been asked to make.

    A leading firm had grown a $3M to $5M software business on the back of its consulting, with sound code and a capable team. The next stage needed one decision, made at the level that could actually make it.

    5 → 1Competing visions → one owner8 to 10 → 2Products in focus
  2. File 02
    PerformLine, a marketing-compliance platformNamed with permission · the launch is public record

    Four people. Under 70 days. A new product category.

    A marketing-compliance platform spotted a channel nobody was watching, what AI assistants tell consumers about its clients’ financial products. Four people took it from concept to public launch in under 70 days.

    <70 daysConcept to public launch4People on the build, two part-time
  3. File 03
    A leading 77-year skincare brandAnonymised at my request

    The brand was strong. The dashboard it was steering by wasn’t.

    A category-leading brand with a 77-year heritage, steering its spend by agency numbers that didn’t match its own books. I got the measurement honest first, and then the store, the flows and the ads got tuned against it before a dollar more went in.

    0.97% → 2.73%Site conversion, same traffic3× → 9 to 14×Return on ad spend, same budget
  4. File 04
    A leading $30M experiential agencyAnonymised at the client’s request

    From five days to three hours, without new headcount.

    Five days of hand resizing per campaign at a leading experiential agency. The tools to cut it to three hours were ones they already paid for.

    5 days → 3 hrsTime to produce 50 placements−97%Production time cut
  5. File 05
    GrowthLoop, a leading marketing-automation platformMatt’s own history · an inside role, not a client engagement

    The team tripled. The complexity didn’t.

    When I arrived, the core application was a two-person team and every integration was a bespoke build. Three years later the team was 3× the size, the platform was processing billions of transactions a day, and infrastructure costs had stayed low.

    3×Engineering team growth across the tenureBillionsTransactions processed per day
  6. File 06
    CBC Digital, Canada’s public broadcasterMatt’s own history · role and organization are public record

    Busy isn’t an outcome. Neither is shipping.

    Big organizations never run short of activity. The hard part is knowing whether any of it moves an outcome. At CBC Digital every goal had to name its baseline, its target and its date, and that one rule changed how the whole place planned.

    8Rewrites of one quarter’s goals in two weeks2×Where the final targets landed, vs. the comfortable ones
  7. File 07
    Cloud DX · Qualcomm Tricorder XPRIZEMatt’s own history · team and results are public record

    Building a medical device when the deadline doesn’t move.

    Build a device that diagnoses medical conditions without a physician, in six months, and get the working hardware four weeks before the deadline. Nobody could afford to wait, so the waiting got designed out.

    Top 3Finish, out of ~330 teams worldwide~6 monthsTo build what sounded like science fiction
On the record

Named where the client agreed, anonymised where they asked. The advisory engagements here run without names, one of them at my own insistence. The files drawn from roles I held name the organisation, because that work is already public record. The numbers are real either way, and a client’s name is theirs to give, not mine.

The first deliverable in every engagement is the truth about the numbers. If a reported figure doesn’t reconcile to the bank, that’s the first finding, before anything gets optimised.

The control case

Files 01 to 03 are diagnoses. File 04 is what happens when the levers they name are actually pulled.

Four people (two developers, one part-time, a part-time designer, and one product lead) took PerformLine’s AI Response Monitor from concept to public launch in under 70 days. Not with headcount: with process. Research first, rapid iteration, clients reacting to working software while it was built: a discovery loop that’s nearly unheard of inside an enterprise. AI held the guardrails; the process did the work.

It’s the same machinery as File 03: eight products, five visions, no one who could greenlight, run in the right direction. The capacity was already in the building. What it moved fast on was process and ownership, and those are the cheapest things to add.

Know where this has to go, and not how?

Twenty minutes. Tell me where you want this company to be in two years and I’ll tell you what I’d go look at first.

Start a conversation