One engagement, three notes.

Three notes from five years inside one large New Zealand government organisation, building the pipelines, forecasting and reporting that a large operational function relied on. We do not name the organisation or the function, and have written only what we can state plainly. Client work for the firm will be added here as it is delivered.

Automated

Forecast refresh, previously manual

Forecasting pipelines that replaced manual work

New Zealand government · same engagement

Situation: Forecasts were produced through manual processes: exports, re-keying and hand-built refreshes that depended on the people doing them and left little time for the forecast itself.
Built: Automated forecasting pipelines that refresh on a schedule, with the checks that flag when reality departs from the forecast.
What changed: The manual processes were replaced: refreshes ran unattended, and the time that used to go into the mechanics went into the forecast instead.

Service line: Data pipelines and automation

50+

Dashboards shipped into production

Reporting infrastructure that a function relied on

New Zealand government · same engagement

Situation: An operational function needed reporting it could run on week to week, not proofs of concept that stalled after a demo.
Built: More than fifty dashboards shipped into production over five years, on the forecasting and reporting infrastructure built alongside them.
What changed: The reporting became the infrastructure that the function relied on. Our founder scoped, built, reviewed and maintained it throughout the five years.

Service line: Advisory and embedded leadership

3,000+

FTE covered by the planning models

Capacity and FTE planning for a 3,000+ FTE operation

New Zealand government · large operational function

Situation: A large operational function inside a government organisation, with a workforce of more than three thousand FTE, needed capacity and operational planning it could rely on rather than rebuild by hand each cycle.
Built: Demand, capacity and FTE forecasting models, with the assumptions written down and the reporting that put them in front of the people making roster and budget decisions.
What changed: Capacity and operational planning for the function ran on these models, covering a workforce of more than three thousand FTE.

Service line: Forecasting and capacity planning

Next step

The detail behind these notes is for a conversation.

What can be written on a public page is limited. Ask about any of it in the scoping call and you will get specifics, including the parts that did not go to plan.

Book a scoping call [email protected]