Four domains. Real depth.

Manufacturing is where most of the operational pain in cross-border industrial businesses surfaces — and where most of the visible improvement is created. Our practice combines decades of senior plant-floor experience across automotive (OEM and Tier 1), industrial manufacturing, injection molding, tire and rubber, chemical, packaging, pharmaceutical, and home appliances.

We work the same way Lean was originally meant to be practiced: as a daily discipline at the place where value is created, not as a slide deck or training program. We coach teams in shopfloor management, build quality systems that hold up to audit, run supplier development programs that change supplier behavior, and lead production planning and ramp-up work that has to land on a deadline.

Supply chain and logistics are where European companies operating in the US most often realize the operating model they brought from home doesn't quite work — and where the cost of that mismatch shows up first. We design supply chain flows that work end-to-end across the Atlantic, fix the bottlenecks that have already formed, and build the operational systems behind them.

Our approach to AI is pragmatic. We use AI where it actually shifts measurable metrics — forecasting accuracy, exception handling, document processing, planning quality — and we ignore it where it's fashionable but doesn't move the needle. We've also done the unsexy work that makes AI useful: cleaning master data, structuring exception flows, defining the KPI logic the model is supposed to optimize.

When a European company sets up in the US, the IT decision usually gets made twice: first by accident — somebody picks a cloud provider, somebody else opens a Microsoft 365 tenant, somebody else signs a 36-month contract with a managed service provider — and then again, painfully, when leadership realizes nobody owns the architecture and nothing is integrated.

We make sure it gets made once, properly. We build a security baseline that holds up to scrutiny from the European parent's IT team, set up identity and device management that scales with the company, and run the day-to-day IT through a single point of contact instead of through three vendors with overlapping invoices.

Few subjects create more friction in cross-border industrial operations than SAP. The European parent runs a heavily customized landscape that took two decades to build. The US subsidiary has different needs, different data structures, and different reporting requirements — and is often expected to fit into the parent's system without complaint.

We've delivered SAP work on both sides of the Atlantic for close to three decades. We guide the landscape decisions (one tenant or two, S/4HANA migration timing, cloud or on-premises), run day-to-day SAP operations with proactive monitoring, build the custom integrations that make the system fit the business, and deploy plug-and-play accelerators in finance, supply chain, and material management when off-the-shelf is the right call.