A selection of engagements for the institutions that shape global development. Filter by capability or sector, or browse them all.
An initiative of the UN's Chief Procurement Officers to turn joint purchasing into real savings. We analysed roughly USD 17.6 billion of spend across 16 organizations (95% of UN system spend), mapped USD 7.06 billion of overlapping vendors, and delivered category action plans and model clauses for collaboration.
A UN specialized agency needed a reliable, repeatable view of more than USD 600 million in goods spend. We built a documented methodology and a bespoke, ERP-compatible classification scheme, re-classified 34% of spend, and delivered a semi-automatic risk tool to rerun the analysis each year.
We gave a UN specialized agency a clear direction for its supply chain function: a diagnostic of current capability, a target operating model, and a prioritized roadmap, delivered to senior leadership as the foundation for transformation.
Working across six strategic building blocks, we ran workshops with every service unit, benchmarked global shared-services trends, and produced a strategy with a five-year deployment plan and materials for the governance board.
As subject-matter expert for the Gates Foundation (via CIPS), we ran a deep-dive diagnostic of a UN agency's vaccines and nutrition procurement and evaluated its partnership with a major health financing institution, delivering diagnostic, performance, and improvement reports.
GIZ's procurement and contracts division draws on us as a long-term adviser: we led its new departmental strategy, design and facilitate its leadership retreats (four to five a year), and advise the procurement head and group leadership on organizational challenges.
A UN specialized agency wanted to know where sustainability risks concentrate in its supply base. We mapped its key commodity categories against carbon, water, hazardous materials, labour conditions, and biodiversity, reviewed supplier engagement and certification approaches, and delivered a prioritized hotspot map, a supplier engagement framework, and an implementation plan for building sustainability into category strategies and contracts.
A global security technology company faced overcapacity and margin pressure in its Americas card manufacturing network. Supporting the restructuring PMO, we built a market model and assessed four restructuring scenarios across sites in the US, Canada, Mexico, and Brazil over five years. The recommended option projected around EUR 0.9 million a year in operating-result improvement without any loss of revenue and was presented to group leadership through the steering committee.
The Global Fund set out to modernize its procurement, quality assurance, and supply chain policy framework and chose us through competitive tender. As primary drafting partner we produced a substantially revised, consolidated framework from upstream sourcing to last-mile delivery.
A UN agency's manual had fallen behind UN-wide standards. Drawing on 30+ interviews and a global survey, we tracked and resolved more than 250 requirements and delivered a 150-page manual across 14 topic areas, with flowcharts, role matrices, and checklists.
For a UN agency we benchmarked against peers and built a complete suite of revised regulations, SOPs, and templates across the full procurement cycle, followed by a structured roll-out and training for procurement and programme staff.
For the UN's procurement network we developed shared guidance on the UN Disability Inclusion Strategy's procurement indicator, covering accessible goods and services, an accessible process, and sourcing from disability-inclusive enterprises. It was endorsed as a system-wide standard.
The German Federal Foreign Office chose us through competitive tender to evaluate three successive projects it had funded to support volunteer first responders in conflict-affected Syria. We assessed them against the OECD-DAC criteria, combining document analysis, around 20 interviews with the ministry, implementing organizations and other donors, and a field survey inside Syria, and delivered recommendations for future support in comparable fragile contexts.
A UN agency's regulatory framework secretariat draws on us to manage how its organization-wide policies and procedures are developed and revised. We review drafts against the framework's templates and existing rules with standardized, AI-assisted methods, track the work plan across all documents in development, and are building a handbook that sets out the process end to end. We also support the delivery of a new document management system, automate routine secretariat work on Microsoft 365, and act as functional lead for an AI assistant that answers staff questions from the official policy library.
A UN agency's legal office wanted its staff to find the right guidance faster and spend less time on routine work. We developed an AI-powered information assistant that answers questions from the office's intranet and roughly 300 approved templates, ran Copilot workshops in which eleven teams built prototype agents for their own work, and modernized a case register of several thousand matters with dashboards and automated workflows, for example for filing case correspondence and routing requests for external legal advice. We now lead the office's adoption of generative AI.
We interviewed 29 people across eight HQ units and nine country offices, benchmarked a UN agency against three leading peers across 14 topic areas, and delivered a prioritized plan of 26 improvement measures scored on effort and impact.
After rapid growth and leadership turnover, the Global Drug Facility (Stop TB Partnership) lacked unified planning tools. Across four workstreams we built a workplan and budget toolset, produced business-development materials, trained all staff, and facilitated an all-staff retreat.
A UN agency's private-fundraising division needed help selecting and deploying payment-technology vendors worldwide. As senior project manager we ran the transaction group, built internal procedures, and managed vendor assessment and onboarding. In a follow-on engagement we track and prioritize the global pipeline of country-office requests, built an automated analysis that turns the team's case correspondence into a live case log, and run an inventory in which country offices confirm their payment providers and contracts.
For GIZ we documented and optimized assignment-management and recruitment processes across seven workstreams using BPMN maps, defined stakeholder roles, and delivered a prioritized implementation plan with a KPI framework. A related engagement streamlined the IT-demand-to-contracting interface.
As GIZ's contract volumes outgrew staffing, we analysed efficiency across its highest-volume contract types, documented processes through flowcharts and interviews, and delivered prioritized recommendations and a plan to cut processing time per contract type.
The African Development Bank drew on us over several years to strengthen its corporate procurement function. We built a balanced scorecard and KPI framework for its procurement division, produced its annual procurement report, ran a voice-of-supplier survey, reviewed the procurement committee's processes for high-value awards, and supported its progression within CIPS Corporate Certification.
As an innovative health-product verification and traceability initiative moved from trial to operation, a UN agency needed its governance framework. We developed the data-governance, data-sharing, security, eligibility, and API-licence documents underpinning an enterprise agreement signed by manufacturers, regulators, and countries.
A major European rail operator's vehicle maintenance arm is running a multi-year turnaround programme, and we lead all of its supply chain workstreams. We are designing the supply chain target operating model from demand planning through procurement to logistics, setting up S&OP and a KPI framework, and supporting implementation of measures such as inventory reduction and standardised maintenance cycles.
A 12-month engagement to align a UN agency's supply manual with its regulatory framework. As PMO lead we coordinated 30+ experts across procurement, logistics, data protection, sustainability, and safeguarding, delivering a compliant reference, with change management to embed it across 180+ offices.
A UN agency needed to build its staff's supply chain and procurement capability alongside a new framework. We designed and delivered a structured training programme covering the new policies, procedures, and core practices for procurement and programme staff.
Following a major revision of its procurement code, ICAO needed to operationalize the new framework. We built a full suite of solicitation templates, model contracts, ISO-compliant procedures, and an operational templates library, plus a quick guide for requisitioners and roll-out training. A follow-on engagement built a library of modular technical requirements clauses for its technical cooperation bureau, benchmarked against peer organizations and refined in a pilot.
ICAO engaged us to design and deliver a procurement training programme for staff at its Montreal headquarters and regional offices. We built nine modules across the procurement cycle, produced the full materials package, delivered five sessions, and handed everything over for ongoing internal use.
We prepared the African Development Bank for CIPS Corporate Certification, closing gaps across the assessment dimensions and assembling the evidence for assessors. A linked engagement delivered a Supplier Appraisal Guideline and a vendor registration and due-diligence framework.
A UN agency committed to the UN Disability Inclusion Strategy across procurement. We ran a gap analysis, drafted revised policies and category guidance, integrated accessibility into bid evaluation, and delivered training worldwide with a monitoring mechanism. For another UN agency's supply division we test procurement documents, including those generated by its new procurement system, against PDF/UA and WCAG criteria, and train its supply community on accessible documents.
Following a major acquisition in the photonics and lighting sector, we supported the post-merger integration of two large industrial groups, baselining the combined organization across 20+ functional workstreams, identifying synergies and SG&A savings, and supporting wave-based integration planning.
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