Outcomes are directly evidenced unless marked *. Client names are withheld as standard; full disclosure is available under NDA where required for due diligence.
A major European airline asked AmehX to redesign how its technology organisation funds work, intakes demand, sets objectives, and reports performance to the board. We delivered across four workstreams in parallel: a new funding model, a structured demand intake process, an enterprise OKR architecture, and an analytics layer that eliminated manual reporting entirely. The airline now runs as a product company. Demand approval that previously took six weeks takes five days.
A national lottery operator needed to replace its core Player Account Management system across web, iOS, and Android — inside a £15M programme with Gambling Commission deadlines and five delivery teams that had never worked together under unified governance. We built the governance, ran the programme, delivered the integrations, and left the organisation in better shape than we found it.
A blockchain-native financial protocol needed to go from whitepaper to Ethereum mainnet. No delivery framework existed. Teams were misaligned across product, QA, DevOps, and design. AmehX built the Agile Centre of Excellence, set the SDLC, ran dependency management across five workstreams, and launched the Lightweight Rollup Technology with zero critical incidents — within a £2.5M budget and with validator registration cut to 2 ETH.
A UK central government authority needed to replace a legacy tax processing system with a cloud-native platform — GDS-compliant, multi-vendor, and delivered iteratively without disrupting live tax collection. We ran the programme, grew agile adoption from 20% to 85%, managed vendor performance, and delivered 115% of targeted benefits. Zero severity-one defects reached production.
We respect the large firms. We have worked inside some of them. But there are specific things they cannot give you — and those are precisely what AmehX is built to deliver.
Our standard of done is adoption. Before an engagement closes, the funding model has been approved, the demand process has been tested, the governance forums have met, and the analytics layer is pulling live data.
Every AmehX engagement is staffed exclusively by practitioners with ten or more years of delivery accountability in regulated environments. We carry no analyst pyramid. The practitioner who runs your scoping call runs your programme.
We can present an AI governance framework to your board and then sit with your engineering team to review the vector database architecture. Strategy and engineering in the same conversation, with the same practitioner.
| Dimension | Large Firm / MBB | AmehX |
|---|---|---|
| Who delivers | Partners sell; graduates deliver. The gap between pitch and practice is structural. | The practitioner who scopes the engagement is the practitioner who delivers it. No hand-off. |
| Definition of done | Report presented. Deck approved. Engagement closed. | System running. Process tested. Governance forum held. Adoption confirmed. |
| Regulated industry depth | Broad coverage, shallow sector depth. Frameworks carry over between clients. | Named experience inside the sector. Engagement-specific evidence, not generic frameworks. |
| Technical range | Strategy and process. Technology review outsourced to a separate practice. | Board-level governance to Ethereum architecture to Vertex AI pipelines. Same practitioner. |
| Scale | Scales to any size. Quality dilutes proportionally. | Deliberately small. We tell you clearly if a mandate exceeds what we can deliver with integrity. |
Bring the challenge as it stands. We will tell you honestly whether we are the right firm.
Arrange a Diagnostic