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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.​

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Bloom Insights was brought in by the Board to answer two critical questions: 

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 1.  Do new products align with customer needs? 

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 2.  Why has innovation investment not led to new revenue? 

Our Collaborative Approach

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Partnering with the C‑suite, Bloom Insights led a six‑week sprint to assess the value of new products and sales efforts. ​
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  • Client and frontline interviews – Captured market realities to understand buying cycles, pain points, and unmet needs.

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  • 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

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The analysis revealed a clear good‑news/bad‑news dynamic.​
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  • Innovative new products – We built an analytic framework that quantified advantages over legacy offerings, and showed the new products were even stronger than recognized.

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  • 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.​

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  • 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.

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Action & Impact

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After delivering the analysis, the engagement was extended so we could support the relaunch.​
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  • New product story – Developed new buyer personas and a combined quantitative/emotional pitch clients could use with their customers.

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  • Education‑first approach – Built tools enabling clients to validate the value proposition themselves, reducing skepticism.

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  • Premium positioning – Identified a premium market segment clients could use to grow revenue and margin, easing cost objections.

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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:

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Figure out where the innovation machine was broken and fix it.​

Our Collaborative Approach​​

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Reporting to the Chief of Staff, we had a broad mandate to engage stakeholders, including many not typically involved in bringing products to market.​​
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  • Catalogued stakeholder complaints – Sessions revealed culture dynamics, how they affected product delivery, and where friction created the most pain.

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  • Diagrammed the real vs. perceived innovation process – Through interviews, whiteboards, and document review, we mapped actual workflows in product delivery.

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  • Audited talent, especially in the PMO – Program Managers needed to operate at a higher level, though all stakeholders influenced outcomes.

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​Insights

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​The story was clear: the company had outgrown its basic innovation approach.

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  • 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.

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  • Missing process and governance – No system existed for selecting strong ideas, building high‑value products, or getting them to market. Improvisation dominated.

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Action & Results

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We rebuilt the innovation engine through a broad set of interventions.​
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  • Strengthened the PMO – As interim PMO leader, we delivered skills training, clarified roles, and enforced accountability.

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  • 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.

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  • 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.

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  • Launched a transparent roadmap process – We implemented a workflow centered on strategic alignment, capacity management, and stakeholder priorities.

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The results exceeded expectations:

03

A global fintech got a new R&D operating system in just 13 weeks 

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:

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1.  Identify why client escalations were so prevalent

 

2.  Create playbooks to move the company from client firefighting to  strategic innovation

Our Collaborative Approach​​

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Working with the SVP of Operations, the EVP of R&D, and other leaders, we mapped key sources of team and client friction.

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  • 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 build a stronger path forward.

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​Insights

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​Inorganic growth boosted revenue but created 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.

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Action & Results

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With no single fix, we designed a comprehensive R&D operating system which would drive broad, coordinated changes.

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  • 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.

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  • 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:

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