An Orrery consultant was engaged as a partner to the CEO and the VP of Product in the efforts to reverse the company’s downwards trajectory, with them being unable to successfully counter the fast improvement development and rollout rate of competitor products.

This multi-year engagement saw Orrery aid in creating a brand new go-to-market strategy, competitor analysis methodology, and customer satisfaction reporting processes from scratch.

At the end of the engagement, the client was able to have almost real-time visibility into updates by its key competitors, was able to react to crucial customer feedback by improving their product within 24 hours after notice and successfully established itself with paying customers on 5 new markets.

An Orrery consultant was engaged as a partner to the VP of Product in the efforts to better align the company’s commercial SaaS platform with market expectations, features introduced by the competition and. the company’s downwards trajectory, with them being unable to successfully counter the fast improvement development and rollout rate of competitor products.

Our consultant on this long-term engagement led end-to-end product development of the platform and coordinated between board members and a technical development team of 8 engineers daily.

Orrery also performed a Market Strategy Redesign stream at the same client, and data coming from it served as an important baseline for creating further items of the development roadmap, especially as the project coincided with the first great boom in emergent GenAI technology.

An Orrery consultant worked alongside a leader of a vertical to design a solution for managing internal resources, such as employee data, project data and internal learning resources from the ground up.

Prior to the project’s start, the client has acquired 5 smaller software companies focusing on areas of software development where our client thus far lacked sufficient know-how. Their goal was to align expertise of all their newly incoming employees into one coherent digitalisation service offering to their customers. However, soon the client discovered that misalignment on resource management led to each team sending competing proposals to the same RfPs as their new mother company.

Orrery and a small client team interviewed line management, ordinary developers and hands-on project managers to design and oversee the development of 3 internal tools – CV management, Project Reference management, and Internal Knowledge Base – to help solve this issue without causing further friction or demotivation by adding extra work on top of already busy developers.

An Orrery consultant was attached to client’s investigative consortium. Its task was to analyse the drivers behind the company’s failure to integrate 5 recently acquired subsidiaries into its group properly. Prior to the project’s start, the client has acquired 5 smaller software companies focusing on areas of software development where our client thus far lacked sufficient know-how.

However, soon the client discovered that misalignment on resource management led to each team sending competing proposals to the same RfPs as their new mother company, and subsidiary staff saw the mother group and its culture as hostile.

Orrery and the client’s consortium made up from stakeholders from the mother group and each subsidiary worked together on developing a new service offering that would ensure a place for each subsidiary in any mother group proposal. An Orrery consultant also oversaw the work of establishing regular information sharing framework for each subsidiary, and an ongoing series of monthly educational and culture sharing events.