The result
The company booked about $3.6 million in new annual recurring revenue in roughly one quarter. It took on its full waitlist while reclaiming 40 to 60 hours a week per partner.
Revenue grew from about $4 million to $7.7 million, and earnings rose from about $1.1 million to $4.6 million.
The bottleneck
The company came to us for a new-hire training simulator. It already had demand, but too much delivery depended on partners finding, checking, and interpreting the data themselves.
Training more people wouldn’t remove the underlying data and delivery constraint. We started there.
What we built
We rebuilt the data foundation and added a natural-language interface that tied answers to source material. The team could find and use the company’s knowledge with less partner involvement.
The system escalated risky questions to people. That kept expert judgment where it mattered while making routine work easier to complete.
What changed for the business
The company gained the capacity to serve clients who were already waiting. That connected the technical work to a concrete business result: booked recurring revenue.
The result came from removing the delivery bottleneck. The company didn’t need to create demand before it could benefit.
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