Sectors we have operated in
Our operating record sits in healthcare, SaaS, compliance, and subscription models, often in businesses where trust, clarity, and operational rigor mattered more than growth rate.
We are not sector-agnostic by conviction. We are just honest that the pattern recognition is strongest where we have carried the number ourselves, and we will say so when a sector is outside it.
Healthcare
Compliance sets the pace, so governed access matters more here than anywhere.
- People
- Rarely in IT. The practice manager or the person who owns intake, who has been working around the same documentation problem for years.
- Data
- PHI behind an EHR nobody wants to touch, and a scheduling system the vendor will not open.
- Process
- Documentation and intake get rebuilt by the people doing them, with the clinician still signing.
B2B SaaS
The champions are usually obvious. The constraint is what they are allowed to touch.
- People
- Customer success and sales ops, who already automate around the product without being asked.
- Data
- A CRM nobody has cleaned in three years, and product telemetry that never reaches the commercial team.
- Process
- Onboarding, renewal, and support motions get redesigned, and often become product features.
Compliance & Regulated
Where a human certifies the output and the accountability is personal.
- People
- The senior reviewer who knows every exception, and is the reason nothing has gone wrong yet.
- Data
- Document stores with fifteen years of sediment, and the matter file that lives on a shared drive.
- Process
- Review gets triaged by risk instead of read uniformly. The human stays in the decision by design.
Subscription & Membership
A point of churn is usually worth more than a point of growth.
- People
- Retention and member services, who can already tell you which accounts are about to leave.
- Data
- Billing, engagement, and support histories that live in three systems and are never joined.
- Process
- Renewal and lifecycle work moves from reactive to scheduled, owned by the team that runs it.
Media & Information Services
Production cost is the whole game, and the archive is usually the hidden asset.
- People
- Editors and production leads who have already built the spreadsheet that runs the schedule.
- Data
- An archive with real value in it and no way to query it, plus a rights position nobody has mapped.
- Process
- Production gets rebuilt at flat headcount, and the archive becomes something you can sell against.
Professional & Business Services
Utilization and leverage drive the multiple, and both are people problems.
- People
- The senior practitioner everyone already goes to when they are stuck, which is usually not in their job description.
- Data
- Knowledge trapped in past engagements, proposals, and the heads of people nearing retirement.
- Process
- Delivery standardizes without becoming rigid, and senior judgment gets captured instead of lost.
Manufacturing & Distribution
The data exists. It is trapped in systems nobody queries.
- People
- Sales ops and the person who owns the pricing file, which is usually the most important file in the company.
- Data
- An ERP the outside provider administers, and a pricing spreadsheet with one owner and no backup.
- Process
- Quoting, configuration, and supplier document handling get rebuilt by the people who run them.
Financial Services
Explainability is not optional, which makes the data layer the binding constraint.
- People
- Underwriting and operations staff who have already built their own exception-tracking workarounds.
- Data
- Core systems with hard accuracy floors, where an 80% answer is worth nothing at all.
- Process
- Exception handling and review routing change first, with the audit trail built in rather than added.
The same chain, whatever the sector
The sectors differ in what is locked and who holds the keys. The chain does not. Champions get upskilled, the data they name gets opened, and the process follows from those two things rather than from a mandate.
Where they really differ is in who has to certify the output. In regulated work the accountability is personal and non-delegable, so the design goal is never to remove the human from the decision, only the undifferentiated reading around it. The PDP Assessment is what establishes which of the three layers is binding in your business.
Does your sector work like this?
Tell us where the friction sits and we will tell you honestly whether we have seen it before.