Case studies · Green transformation · Digital transformation

Two transformation tracks, one way of working

Selected engagements across green transformation and digital transformation.

Green transformation

Measurement, accounting and management systems that let an organisation act on its environmental footprint with numbers it can defend.

G-01Public sector · Circular economy

Plastic waste accounting and management for a coastal province

Client: A provincial authority, northern Vietnam

A densely industrialised coastal province needed a defensible picture of how much plastic entered, circulated and leaked from its economy before it could set reduction targets or negotiate with producers.

Material flow baseline

We mapped plastic inflows, converters, consumption, collection and informal recovery into a single material flow account, reconciling industry returns against waste operator tonnages and port import data.

Leakage hotspots

Field sampling and route-level collection data located where recovery breaks down — river-adjacent wards, fishing harbours and industrial-zone contractors — and quantified the tonnage each represents.

Accounting and management system

Flows and factors moved into a structured accounting model with a reporting layer, so the province can update figures each quarter and report against national and donor frameworks without rebuilding the study.

Outcomes
  • A single provincial plastic account replacing fragmented departmental estimates
  • Prioritised intervention list ranked by tonnage recoverable per unit of spend
  • Repeatable quarterly reporting cycle owned by provincial staff
Digital transformation

Redesigning the processes that carry money, risk and delivery — then implementing them with our partners so the new way of working actually sticks.

D-01Financial services · Investment operations

Investment and compliance workflow rebuilt end to end

Client: An asset management arm of an insurance group

Investment approvals and compliance checks ran across email, spreadsheets and paper sign-off. Nothing was auditable at speed, and regulatory reporting meant reconstructing decisions after the fact.

Process and control mapping

We traced each investment from origination through mandate checks, credit review, investment committee and settlement, marking every control point, approver and hand-off delay.

Target operating model

We designed a target workflow where mandate and limit checks are applied at entry rather than after commitment, with a single case record carrying evidence through the whole decision chain.

Implementation with partners

We advised and implemented alongside delivery partners — workflow configuration, role and approval matrices, data migration and staff onboarding — with a parallel-run period before cut-over.

Outcomes
  • Every investment decision carries a complete, timestamped approval trail
  • Compliance checks moved from post-hoc review to enforced entry controls
  • Committee packs assembled from live data instead of manual collation
D-02Holdings group · Projects & procurement

Project management, purchasing and vendor management reform plan

Client: A diversified holdings group

A multi-subsidiary group ran projects and procurement differently in each entity. Spend was invisible at group level, vendor terms were inconsistent, and project reporting arrived too late to act on.

Current-state review

We reviewed project governance, purchase-to-pay and vendor onboarding across the operating subsidiaries, documenting where authority, data and duplication actually sat.

Gap and risk analysis

We benchmarked practice against group policy and market norms, isolating leakage points: unmanaged maverick spend, absent vendor performance data and unstandardised project stage gates.

Transformation roadmap

We constructed a sequenced plan — common stage gates, a single vendor master with tiered onboarding, consolidated category buying and a group project reporting standard — with owners, dependencies and phasing.

Outcomes
  • Group-wide visibility of committed and actual project spend
  • One vendor master with consistent onboarding and performance review
  • Phased roadmap the group can execute subsidiary by subsidiary

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