Case Studies
Our work unlocks growth, improves efficiency, and resolves organizational conflict.
01
A PE-owned data broker achieves 52% lift in new product revenue.
A PE-owned, category-leading data broker faced slowing growth and shrinking margins. The Board responded with a multi-year innovation strategy to create differentiated products. After two years, however, revenue from new products consistently missed targets.
Bloom Insights was brought in by the Board to answer two critical questions:
1. Assess whether new products align with customer needs?
2. Explain why innovation investment is not leading to new revenue?
Our Collaborative Approach
Partnering with the C‑suite, Bloom Insights led a six‑week sprint to assess the value of new products and sales efforts.
-
Client and frontline interviews – Captured market realities to understand buying cycles, pain points, and unmet needs.
-
Sales enablement and marketing audit – Shadowed product managers and reviewed materials to ensure alignment with buyer personas.
These findings underscored the need for a strategic shift in product positioning and marketing.
Insights
The analysis revealed a clear good‑news/bad‑news dynamic.
-
Innovative new products – A framework quantified advantages over legacy offerings, showing the new products were stronger than recognized.
-
Weak Go‑to‑Market strategy – The company assumed clients would intuitively grasp the value and replace legacy products, but customers—unused to real innovation—remained skeptical.
-
Cost resistance – Clients couldn’t absorb higher prices without a clear offset from new revenue. My client hadn’t shown how the new products could drive growth for their customers.
Action & Impact
After delivering the analysis, the engagement was extended so we could support the relaunch.
-
New product story – Developed new buyer personas and a combined quantitative/emotional pitch clients could use with their customers.
-
Education‑first approach – Built tools enabling clients to validate the value proposition themselves, reducing skepticism.
-
Premium positioning – Identified a premium market segment clients could use to grow revenue and margin, easing cost objections.
The relaunch was a tightly coordinated one-month blitz with immediate impact:
02
A pre-IPO HR Tech boosted On Time Product Delivery 82%
A pre-IPO fintech had rapidly tripled revenue, the client base, and team size. But as complexity grew, so did chaos. Major initiatives missed deadlines; go to market teams were often surprised; "coordination" meetings proliferated without result.
Bloom Insights was asked to do one thing:
Figure out where the innovation machine was broken and fix it.
Our Collaborative Approach
Reporting to the Chief of Staff, we had a broad mandate to engage stakeholders, including many not typically involved in bringing products to market.
-
Catalogued stakeholder complaints – Sessions revealed culture dynamics, how they affected product delivery, and where friction created the most pain.
-
Diagrammed the real vs. perceived innovation process – Through interviews, whiteboards, and document review, we mapped actual workflows in product delivery.
-
Audited talent, especially in the PMO – Program Managers needed to operate at a higher level, though all stakeholders influenced outcomes.
Insights
The story was clear: the company had outgrown its basic innovation approach.
-
Early‑stage culture – A great startup culture had become chaotic in a growth environment driven by nonstop urgency.
-
Talent needed to scale – Smart, committed people were present, but few had experience operating at scale.
-
Missing process and governance – No system existed for selecting strong ideas, building high‑value products, or getting them to market. Improvisation dominated.
Action & Results
We rebuilt the innovation engine through a broad set of interventions.
-
Strengthened the PMO – As interim PMO leader, we delivered skills training, clarified roles, and enforced accountability.
-
Redesigned R&D structure – Created an organizational blueprint which shifted engineering from narrow silos to full‑stack teams executing work end‑to‑end, dramatically reducing dependencies.
-
Quantified the cost of chaos - Quantified $4.8M in direct expense wasted through poor innovation operations. This shocking figure became an important driver of culture change.
-
Launched a transparent roadmap process – We implemented a workflow centered on strategic alignment, capacity management, and stakeholder priorities.
The results exceeded expectations:
03
A global fintech was swamped with client escalations and unable to focus on strategic initiatives.
More than 15 years of inorganic growth created an important company in a high-value financial niche, but client escalations were dominating R&D resources, creating attrition risk, and raising frustration company-wide.
Bloom Insights was given two tasks:
1. Identify why client escalations were so prevalent
2. Create playbooks to move the company from client firefighting to strategic innovation
Our Collaborative Approach
Working with the SVP of Operations, the EVP of R&D, and other leaders, we mapped key sources of team and client friction.
-
Deep dive into data – Collected and analyzed years of Jira data to understand R&D operations and shifting priorities.
-
Created a master operational chart – Mapped R&D and adjacent stakeholders to show, holistically, who does what and how.
-
Best‑practices assessment – Reviewed operating models and organizational strategies to identify a stronger path forward.
Insights
Inorganic growth boosted revenue but exposed major gaps in unified planning and communication. The company needed people, processes, and technology working as one system.
-
Unclear roles & responsibilities – Legacy teams weren’t aligned. Ambiguous roles created confusion and conflict.
-
Low stakeholder trust – Lacking clarity on prioritization and delivery, stakeholders escalated issues or bypassed process by going directly to friendly engineers.
-
Missing skills and process – With 271 people in R&D, centralized control and scalable resource‑planning and delivery methods were urgently needed.
Action & Results
With no single fix, we rebuilt the innovation engine through broad, coordinated changes.
-
Roles and responsibilities – Developed clear job descriptions and career ladders across disciplines, mapping them to the org chart to expose gaps.
-
Custom playbooks – Delivered tailored playbooks for product and technical strategy, roadmap planning, post‑acquisition integration, and goal setting to improve efficiency and accountability.
-
Education roadshow – Built alignment by demonstrating the cost of the status quo and uniting leaders around new prioritization and delivery practices.
Value was delivered quickly: