Eight engagements, one pattern. We start where the work gets stuck, change what holds it back and stay until the change belongs to the people who do the work.
Metallurgy and quality systems
Liebherr
Diagnosis
Digitalisation and AI
A legacy tool was holding a whole plant back.
The knot
Liebherr’s Pamplona plant, part of a German multinational group, needed stricter traceability to meet international quality standards.
What we did
Discovery work with leadership showed more: several initiatives were blocked by the same inadequate legacy tool. We replaced it, embedded AI into their cloud systems and removed tedious manual work.
What changed
The plant met the standards and the blocked initiatives moved again. It became a reference for the group, and other sites are adopting the same approach.
Executive mentoring · multiple sectors
De’Longhi, SEAT, Almirall, DAMM
Mentoring and adoption
Too much noise. Not enough criteria.
The knot
Leadership committees at multinationals in consumer appliances, pharmaceuticals, food and beverage and automotive manufacturing faced a noisy technological shift.
What we did
Executive mentoring focused on judgement, not tools. We helped them separate signal from noise and prioritise training and capability.
What changed
Informed decisions, realistic roadmaps and sustained momentum.
ROMEU, headquartered in Barcelona, works with its Mexican business AGC Newtral across more than 15 countries. Every brand blog needed consistent, findable content.
What we did
We designed and deployed an AI infrastructure with governance, built on modern search standards, including generative search optimisation.
What changed
Sustained, high-quality, high-volume content that improves indexing, without materially increasing effort.
Shared mobility
Som Mobilitat
Diagnosis
Digitalisation and AI
Mentoring and adoption
Growing without drowning in process.
The knot
Som Mobilitat, Europe’s largest car-sharing cooperative, needed to scale its operations without being overwhelmed by process.
What we did
We embedded with teams to understand daily workflows, removed bottlenecks and worked with technical teams to reshape data architecture and flows. AI arrived as working prototypes.
What changed
The teams delivered the final steps themselves, and a new way of thinking became part of daily operations.
A small business advisory firm was using its month-end close to catch billing errors that had started much earlier.
What we did
We built intelligent tooling shaped around how decisions are really made, and rolled it out in hands-on sessions with leadership and frontline managers.
What changed
Invoice errors fell close to zero. Higher accuracy, greater trust and smoother month-end closes.
GrandVoyage, a Barcelona-based travel agency serving Spanish-speaking markets, wanted AI to become a way of working, not another tool.
What we did
We worked side by side with technical, commercial, product and marketing teams, building workflows into daily operations and inside the tools they already used.
What changed
Errors are detected before they reach customers. More of the value chain is covered and the customer experience is better, without added complexity.
Online real estate
Habitaclia
Diagnosis
Mentoring and adoption
Value delivery, built into how teams think.
The knot
Habitaclia’s executive committee wanted to redefine how the company delivers value to its customers today.
What we did
A long-term engagement inside the organisation and its development teams. We mapped the conversion funnel, identified constraints and removed friction where it mattered most.
What changed
These practices became part of how teams think and work, and set a standard for the rest of the organisation.
Public sector innovation
Cerdanyola City Council
Mentoring and adoption
Digitalisation and AI
Local SMEs adopting AI, fast.
The knot
The council wanted selected local SMEs to turn AI from a promise into practice.
What we did
Over several months we worked with each company on its own problem: executive mentoring for a chemical company, image recognition for a fibre installer and improvements for an online clothing retailer.
What changed
The following year, the council increased the programme’s budget.
Your context comes first
Recognise one of these knots in your organisation?
