Case studies
We do not publish a wall of logos.
Most of our engagements concern decisions our clients have no interest in making public. This is what we can say, and how we share the rest.
A direct, confidential first conversation. No presentation required.
Jet GBS documents every engagement with context, constraints, alternatives considered, decisions and measured outcome. Named cases are shared in a confidential conversation, with client authorisation and under NDA.
What a case contains, when we share it
The starting situation and the real constraints. The alternatives considered and why they were rejected. The decision taken and who took it. The starting metric, the final one, and over what period. What did not work: a case without that part is sales material, not a case.
Why they are not on display
A logo in a grid says nothing about whether the project went well, what it cost or who worked on it. In our areas — portfolio decisions, critical programmes, data and AI — publishing the detail often means exposing information a client gave us in confidence. We would rather be verifiable to those genuinely evaluating us than visible to everyone.
How to check us before starting
Ask for a confidential conversation and describe your context. We bring the two or three engagements closest to your problem, with numbers and names, and put you in touch with a reference if the client agrees. It is slower than a page of logos, and it is the only way the check means anything.
The hidden cost of two systems that do not talk to each other
- Context
- B2B services company. The billing cycle moved from CRM to ERP through a manual reconciliation repeated every day.
- Constraint
- Replacing one of the two systems was the solution everyone took for granted, and the most expensive one. The real question was whether it was needed at all.
- Decision
- No replacement. The choice was to integrate, with an API middleware and bidirectional synchronisation, leaving both systems where they were.
- Outcome
- Forty hours of manual work a month no longer needed, and two systems left in place.
Case anonymised with the client's authorisation. Metrics refer to the perimeter described; baseline and period are shared in a confidential conversation.
Refresh the hardware or change the model: a choice deferred too many times
- Context
- Mid-market industrial group. Production systems were slowing down on a physical infrastructure at end of life.
- Constraint
- Stopping production was not an option. And replacing the hardware would have brought the same problem back within a few years.
- Decision
- Migration to public cloud instead of a hardware refresh, with the change windows placed outside production hours.
- Outcome
- Not a single minute of downtime during working hours. Annual operating and maintenance costs down 32%.
Case anonymised with the client's authorisation. Metrics refer to the perimeter described; baseline and period are shared in a confidential conversation.
Focus
When Jet GBS is the right fit
We work with CEOs, founders, CTOs, CIOs, COOs and functional leaders when a decision crosses domains and cannot be solved by one specialism.
01
A blocked decision
Too many alternatives, fragmented ownership and hidden trade-offs.
02
A critical programme
Timelines, dependencies or vendors have made the route hard to govern.
03
Technology without adoption
Pilots, platforms or data have not yet become an operational capability.
04
Growth that must become repeatable
Proposition, channels, sales and innovation do not operate as one system.
Capabilities developed in enterprise and regulated contexts, including financial services, payments, industry and the public sector.
FAQ
Frequently asked questions
Can I speak to one of your clients?
Yes, when the client agrees. We ask after a first conversation, once it is clear which engagement is genuinely comparable to yours.
Do you work under NDA?
Yes, and it is the norm. We sign before the conversation if the context requires it.
Why are there no numbers on this page?
Because the numbers we have belong to our clients. Publishing percentages without verifiable context would not help you assess us.