How a national logistics company turned 2,000 employees into problem solvers

The Frustration

The Head of Operations could see the opportunity. AI could transform how 2,000 people across the network managed exceptions, tracked performance, and made decisions. But the frontline teams were buried in the day-to-day. Senior managers were skeptical. The CTO had built internal tools that nobody was using. Every meeting about AI ended with agreement in principle and zero action.

The Turning Point

When a competitor automated their last-mile routing and cut delivery costs by 18%, the board demanded a response. The problem wasn’t the technology. It was getting 2,000 people to change how they worked.

The Approach

We embedded at leadership level — two days a week, inside the business. Month one: mapped every high-cost workflow across operations, finance, and customer service. Interviewed 40+ frontline staff to find where the real resistance lived. Built a sequenced rollout plan tied directly to P&L impact. Month two onwards: hands-on sessions with each department. Not training courses. Real workflows, real problems, solved together.

This engagement used our Transformation Partner tier.

The Results