Results
Three programs, described by type. Each one needed people, process and data fixed together.
Global multinational
From debating the numbers to deciding in a day
Sales effectiveness, forecasting and CRM. People, Process, Data.
90%
Four-month forecast accuracy, from about 40%
1 day
Executive decision cycle, from about two weeks
Situation
A global multinational ran its sales forecast through a CRM that every region used. The forecast was still right only about 40% of the time, and each cycle leadership spent around two weeks debating the numbers before anyone could decide.
What we did
Julie led an 8-person team to redesign forecasting across global regions.
- Process: one method, one cadence, one funnel definition.
- People: incentives aligned to an accurate forecast, not just a large one.
- Data: CRM governance and a small set of KPIs leaders trusted.
- Technology: consistent tools, linked to one another.
Result
Four-month forecast accuracy rose from about 40% to about 90%. Decisions that took two weeks now took one day.
None of this needed AI. But a forecast leaders trust is exactly what AI needs to learn from. Fixing the inputs first made every later tool worth more.
Subsidiary of a global multinational
153 projects, one subsidiary, 98% delivered
Transformation office. Leading change, Process.
98%
Of 153 projects in about two and a half years
80%
Lower import costs from a direct-delivery process
5 wks
Shorter delivery lead times, on average
Situation
The Japanese subsidiary of a global multinational needed to transform almost every part of the business at once: finance, HR, IT, sales, service, marketing and customer support. That meant 153 cross-functional projects, in one of the most demanding business cultures in the world.
What we did
Julie created and led the subsidiary’s transformation office, reporting directly to the CEO. One roadmap for all 153 projects, clear ownership, regular reviews and fast escalation when decisions were needed. Alongside it, she launched a direct-delivery process that removed steps from the import chain.
Result
About 98% of the roadmap delivered in roughly two and a half years. Import costs cut by about 80%, delivery lead times shortened by five weeks on average.
Complexity is manageable. Large programs fail on ambiguity: who owns what, what “done” means, and who decides. The same discipline applies to any large change today, including AI rollouts.
Regulated medical device manufacturer
One way of working across four countries
Global process governance and SOX compliance. Process, Data, Technology.
18
Months, four regions
4
Functions aligned
Systems
Situation
A fast-growing, regulated medical device company needed to meet SOX requirements while running operations across four regions on SAP and Salesforce. Processes differed by country, documentation was thin, and the systems did not always match how the work was done.
What we did
Julie led global process governance, working alongside the company’s Big Four auditor on SOX compliance.
- Designed common international processes across finance, IT, sales and operations.
- Aligned SAP S/4HANA and Fiori with those processes, and redesigned Salesforce.
- Wrote the SOPs and RACI documentation that made controls auditable.
- Delivered pricing analysis to support commercial decisions.
Result
One way of working across four countries, with controls that could be audited.
Compliance, ERP and CRM programs only stick when the process is clear and someone owns each step. The same foundations decide whether AI can be trusted with the work later.
More results
20+
Companies worked with one-on-one on their own processes and AI readiness, in a European Digital Innovation Hub (EDIH) program. Many more joined group workshops.
−10%
Staff costs, with enrollment up 18% and equity turned from negative to +€1.5M, as Vice Chair of an international school’s board
€100K+
Savings from process optimization at a global medical technology company
3
Business units redesigned: sales process, forecasting logic and KPI dashboards for two life sciences units, and a private equity portfolio’s strategy, M&A and IT
Workshops in the room
Julie led hands-on process and AI workshops for companies, run with the European Digital Innovation Hub (EDIH.SH, for Schleswig-Holstein). Teams map one of their own processes, find where it loses time, and leave with an action plan and practical AI tools.
Selected workshops
WAS Stormarn, Bad Oldesloe
“Prozesse einfach vereinfachen” (simplifying processes, with AI tools). A four-hour workshop for up to 20 participants in January 2026, followed by an online session on AI readiness and tool selection. Invitation · Follow-up report (both in German)
WFL Herzogtum Lauenburg
“Prozesse neu denken” (rethinking processes) for regional companies, and a workshop on process optimization for administration staff and mayors, thanking Julie for “kompetente Leitung.” Company workshop · Administration workshop (in German)
EGNO Norderstedt
Kickoff workshop on simplifying processes, raising efficiency and using AI sensibly, with practical process-modelling tools. Read the post (in German)
These are a selection. Workshops were held in German, and the linked posts are the organizers’ own announcements and reports on LinkedIn.
Have a similar problem?
A conversation about where the friction is and what is driving the change. No cost, no obligation, and no slide deck.
Conversation
30 minutes on where the friction is and what is driving the change.
Diagnostic
A fixed-scope Business Clarity Diagnostic or a focused workshop.
Roadmap
Priorities, owners and a plan: delivery, AI, or both.