Cases

The client, a large company specializing in hyper-realistic 2D/3D modeling for the B2B market, decided to enter the Web3 space, launch a platform for B2C audiences, and make their products more accessible.

• We researched two main markets and assessed the potential share and competitive advantages of the product.
• We developed three business models for different technologies and audience segments.
• We analyzed competitors in both Web2 and Web3 to identify unmet user needs.
• We solved the problem of onboarding Web2 users by offering traditional payment methods with automatic conversion to cryptocurrency.
• We built a financial model with 10+ monetization channels, combining Web2 and Web3 mechanics.
• We created a token strategy with three types of tokens: utility, NFT, and SBT.
• We developed tokenomics with distribution, allocation, and application scenarios
• We prepared a whitepaper in a clear and engaging format for retail investors and a wider audience.

• A clear positioning and strategy for entering Web3 has been defined
• Existing monetization channels are adapted and expanded through Web3 revenues
• Sustainable tokenomics with a utility token at the center of the ecosystem has been implemented
• Web2 user onboarding has been simplified with traditional payment methods automatically converted to cryptocurrency.

An international company with existing mining operations in the United States was considering entering the UAE market. The goal was to determine the optimal region for launching a mining farm in terms of economics, infrastructure, and regulatory framework.

• A comparative economic analysis was conducted between three regions: Al Ain, Dubai, and RAK DAO.
• We assessed key costs (energy, rent, personnel), infrastructure capabilities and available government benefits.
• We analyzed the regulatory environment and potential barriers
• We compiled a comparative table with an integrated assessment and key recommendations for choosing a region.

The client selected a region with the best combination of economic and regulatory conditions, which allowed them to lay the foundation for scaling their business in the Middle East.

A successful London-based youth clothing manufacturer was planning an expansion into the US and sought support in market assessment and strategy development.

• We conducted a high-level analysis of the youth apparel segment in the US: we built a financial development model, assessed the market capacity and key players
• We set a realistic profit target taking into account industry trends.
• A tier list of cities for a phased store reopening has been compiled.

The client opened the first store in a city on the priority list. Today, the brand has become one of the most recognizable youth clothing chains in the United States.

A healthcare startup planned to launch a voluntary health insurance (VHI) product for immigrants in countries with expensive healthcare, using a partnership with acquiring companies.

• We developed a business model for the product, taking into account the interests of all ecosystem participants.
• We built a financial model and money journey map that was transparent to all parties.
• We have compiled regulatory requirements for launching such a product in key countries.
• A roadmap for phased implementation has been drawn up

The client decided to abandon the launch: regulatory requirements and transaction timelines made the business model economically unfeasible. Potential risks were identified before the investment stage.

A client in the medical technology industry wanted to improve sales efficiency but didn't know how, so they asked for help. 

• We analyzed each stage of the sales funnel.
• We analyzed deal cycles for compliance with the following standards: Golden Circle, Value Proposition Canvas, Pyramid Principle, Demo2Win / Great Demo!, Solution Selling, Before/After Bridge, 
• New rules for sales have been proposed

Conversion increased by 3% from the stage of preparing the commercial proposal and concluding the contract.

A CIS diamond mining company was considering leasing a mine in Kazakhstan or Canada.

• We constructed two comparative financial models of production
• We took into account the conditions of processing, logistics and access to the end consumer
• We conducted a risk assessment using the PESTEL model (politics, economics, social factors, technology, ecology, law)

The most promising mine was recommended for a 20-year lease. This decision allowed the client to reduce strategic risks and increase long-term profitability.

Private investors seeking capital diversification opportunities beyond traditional stock markets. Investors wanted to invest in real, reliable assets with premium returns.

We have developed and applied our own methodology for searching and selecting projects:

• We analyzed more than 20 investment proposals from eight countries, eliminating projects with opaque structures, difficult-to-control risks, and insufficient returns.
• We've compiled a shortlist of the most promising niches, including tequila production, auto repair shops, worker housing construction, and investment platforms in the film industry.
• We selected the most promising project – "tequila aging." We organized and structured the legal and financial infrastructure to securely attract and manage investor funds.
• Established partnerships with proven local operators to effectively manage assets on-site.

• Under management - more than $5 million in barrels of tequila at various stages of aging, with plans to increase the investment volume to $15 million within 10 months.
• Real returns for investors of 30% per annum are ensured through the sale of aged tequila.
• A cost-effective structure has been created that allows investors to control their investments without burdening operating results with expenses.

A major industrial holding and glass manufacturer made a strategic decision to invest in the creation of a new high-tech production facility to enter the consumer market.

Our team coordinated a group of experts involved in the project's pre-investment cycle, performing work such as:

• A comprehensive analysis of the niche market: we studied the size and dynamics of the tableware market, conducted an analysis of competitors, distribution channels, and pricing strategies.
• Determining the list of necessary equipment and raw materials and determining the terms of delivery
• Determining the staffing schedule for the efficient operation of the plant
• Building a financial model: We created a dynamic financial model for 10 years that took into account all costs, forecast revenue, and allowed for scenario analysis (optimistic, baseline, pessimistic).
• Preparation of an investment memorandum and negotiations with potential investors and credit institutions.

• A transparent and understandable business model has been created, describing various scenarios for all owners and project participants.
• Preliminary approval (soft-commit) for 1 billion rubles has been received from investors for the project implementation + preferential terms for leasing a building for equipment placement
• The client's management received all the necessary data to make an informed investment decision based on figures and facts.
• The transaction is expected to be closed and the plant construction project to begin before the end of 2025.

An international technology company, where over 70 employees were assigned to management roles for the first time, needed to reduce the risk of burnout and errors due to inexperience, and establish a unified standard of management behavior.

• A series of workshops for managers was held with a focus on practical application
• The topics of goal setting, feedback, motivation management and delegation were discussed.
• Practical tools were developed that participants immediately used in their work.
• A community of managers has been created to share experiences and support
• The HR team received materials to scale the program within the company.

• The program's NPS is 90%: all participants rated the program highly and recommended it to others.
• 85% of the content was dedicated to practice, which allowed participants to immediately implement the tools
• The total duration of the program was 15 hours.
• More than 80% of participants reported increased confidence and improved teamwork.

A software company with a strong foundation but limited scalability. The organization faced an unclear growth strategy and a lack of alignment at the leadership level.

• A diagnostic phase was conducted: individual interviews with the CEO and managers, analysis of team dynamics, preparation of a custom strategic workshop
• An introductory workshop, “Good Strategy, Bad Strategy,” was organized (3 hours online, format: 30% theory + 70% teamwork)
• A two-day online strategic session (offsite) was held, where open strategy and design thinking methods were used
• A space for productive discussions and decision-making has been created
• To strengthen teamwork, a separate StrengthsFinder workshop (4 hours online) was held.

• New business opportunities and revenue streams were identified and prioritized
• A clear implementation plan for the coming year has been developed with goals, responsibilities and milestones.
• Strengthened collaboration and trust within the leadership team
• A 24-page digital “strategy kit” with the workshop results has been prepared.
• The company gained strategic clarity and internal alignment for scalable growth.

A company with a medium to high hiring volume faced HR overload from manually processing hundreds of resumes per week. The main problem was that a significant amount of time was spent on initial candidate screening, with a high risk of missing relevant candidates due to human error.

We have implemented an AI assistant capable of:

• automatically analyze resumes and match them with job posting requirements;
• take into account the key skills, experience, education and hidden patterns of successful candidates;
• create a priority shortlist based on specified criteria;
• offer reasoned recommendations to HR specialists.

The solution was integrated into the client's existing ATS system and adapted to its corporate candidate assessment standards.

• Increased HR department productivity by 53%.
• Save up to 15 hours per week per specialist.
• Reduce response times and speed up the hiring cycle.
• Improving the quality of selection through uniform assessment standards.

The solution is scalable and can be adapted to various job levels – from mass recruitment to top management.

A company with a large contact center handling thousands of requests per day often encountered difficulties quickly finding the information they needed, including regulations, instructions, and response scripts. This increased the overall request handling time (AHT) and decreased customer satisfaction.

We have developed and implemented an intelligent knowledge base search system, including:

• unification of disparate documentation into a single structured database,
• implementation of an AI mechanism for contextual search with understanding of operator queries (semantic search),
• setting up automatic database updates and displaying the most relevant answers in real time,
• integration with the operator interface to minimize switching between systems.

The system takes into account the context of the dialogue with the client and offers relevant articles, scripts, and instructions based on keywords and semantic correspondence.

• Reducing the application handling time (AHT) by 25%
• Accelerate access to the information you need – saving 40% of your search time
• Reducing the number of internal escalations
• Increased accuracy and quality of information provided to the client

The solution is scalable and can be adapted to different industries and support formats (including chat and email).

A company with active lead generation received dozens of inquiries daily from its website, advertising, and email campaigns. Sales managers were unable to process all incoming inquiries promptly, leading to a loss of interest from potential clients and a decline in conversion. A particular problem was the lack of lead prequalification and delays in responses outside of business hours.

We have implemented an AI assistant that:

• automatically processes incoming requests from the website, email, forms, and instant messengers,
• conducts initial qualification of the lead (according to ICP criteria: budget, need, industry, urgency),
• initiates initial communication, asks clarifying questions and offers demo slots,
• Transfers warm and ready to talk clients directly to the manager in the CRM.

The AI solution operates 24/7 and adapts to the specifics of the product, segment, and language of communication.

• Increase conversion of leads into qualified appointments by 20%
• Processing of incoming applications without days off and breaks (24/7)
• Reduce the workload on the sales team and improve response time to requests
• Aligning the quality of communication at the first stage, regardless of the time of day or entry channel

The result was not only improved conversion but also increased customer satisfaction due to immediate response and a personalized approach.

We changed the end-to-end business model for developing, releasing, and supporting products for tech companies (investments $60–750 million/year)

Accelerating time-to-market (TTM) by 3x; additional profit growth by 10%

A group of financial companies was tasked with launching a legally sound and economically sustainable Web3 project based on a token backed by a liquid asset. The goal was not only to issue the token but also to create a full-fledged digital ecosystem around it.

• We analyzed regulations and business scenarios to determine legitimate use cases for the token.
• Developed a launch strategy, including ROI calculation, feasibility assessment, and roadmap creation
• We supported the full release cycle: company registration, asset purchase, blockchain launch, custody and treasury setup, and token issuance
• We designed a blockchain ecosystem, including all key elements such as treasury and custody.

• The project is ready for monetization and investment.
• The token has been launched and registered with the regulator.
• The client received a clear long-term development strategy
• Full compliance with legal requirements
• Consultations on scaling are ongoing.