Media & Hi-tech
As the Intelligence Age accelerates, media and hi-tech organisations must continuously innovate, scale new products and services, and respond to rapidly changing customer, market and technology expectations. We help clients turn ambition into practical change – using data, AI, technology and operating model expertise to improve decision-making, accelerate delivery and create stronger, more adaptive businesses.
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Helping media and hi-tech organisations move from ambition to execution.
We help media and hi-tech organisations respond to the opportunities and pressures of the Intelligence Age by turning complex transformation into practical, deliverable improvement. Our work brings together strategy, operating model design, data and AI to help clients accelerate growth, improve performance and build the capabilities needed to compete in fast-moving, technology-led markets.
We support clients where transformation matters most: shaping clear digital, data and AI strategies, designing operating models that connect product, technology, commercial and operational teams, improving portfolio and delivery effectiveness, and building the foundations for trusted AI, automation and operational intelligence. Whether helping a media organisation create more personalised customer experiences or supporting a hi-tech business to scale innovation, improve delivery and simplify complexity, we focus on change that is grounded in reality, measurable in impact and sustainable over time.
Organisations we've helped create lasting impact.
From strategy through to delivery, we've worked with organisations across multiple sectors to solve complex challenges, improve performance and deliver meaningful change.
What we're seeing. What we're thinking.
Real-world perspectives on helping organisations become more intelligent, adaptive and effective.
The realities of AI at work: Recap of the Work AI Index Report and why AI productivity gains are failing to reach the organisation
AI is saving workers time, but not always improving business performance. This insight explores why hidden effort, poor work design and weak oversight are limiting AI’s impact – and what leaders must do to unlock real value.
Leadership Lens: Danny Bathmaker on Digital Transformation, Value Creation and the Future of AI
Danny Bathmaker, VP of the Office of the CIO at Inchcape Shipping Services, shares insights on leading global technology transformation, creating business value through modernisation, and preparing for the opportunities presented by AI and automation.
Global transformation moves fast. Behavioural change rarely does.
A global maritime organisation set out to modernise time‑critical communication across 60+ countries. While a new shared‑inbox platform brought automation and visibility, the real challenge was shifting long‑established behaviours around ownership and ways of working. A globally consistent but locally sensitive change approach focused on confidence and enablement rather than speed. Over 2,000 users transitioned successfully, reducing duplication, improving handovers and delivering more consistent customer communication - proving that sustainable transformation depends as much on behaviour as technology.
Designing a Global Way of Working
As organisations scale globally, locally optimised ways of working can introduce complexity, inconsistency, and rising cost. Fragmented processes and siloed communication reduce transparency and slow execution. A unified global operating model, standardising where possible, adapting only where necessary, and supported by trust‑based change management, creates the foundations for efficiency, resilience, and control at scale, without losing sight of local realities.
From Manual Invoicing to Smooth Sailing at Scale
A global port agent operating across 53 countries transformed its fragmented, manual invoice processes into a scalable procure‑to‑pay operating model. By standardising core processes while accommodating local complexity, the organisation strengthened financial control, reduced risk, and improved cash flow - all while supporting consolidation into regional hubs and handling over 600,000 invoices annually.
The Next Five Years of Port Agency: From Operational Middleman to Strategic Orchestrator
Port agencies are at a turning point. As digitalisation, regulation and customer expectations accelerate, the traditional “helpful go‑between” model is no longer enough. This article explores how port agencies must shift from manual coordination to owning the end‑to‑end port call outcome - using standardised ways of working, behavioural change and data‑driven insight to remain relevant. Over the next five years, those that rethink their role will strengthen their value; those that don’t risk being left behind.
Ready to turn intelligence into impact?
Let's explore what's possible together.