A month in, and he couldn't tell if it was working.
An eight-person pediatric home-healthcare startup couldn't tell if its offshore team was making real progress.
The Situation
A founder had acquired a small pediatric home-healthcare company and wanted a modern platform to run both the clinical and the administrative side of the business. To move quickly, he hired an offshore team and put in around ten thousand dollars. About a month later, he wasn't comfortable. He wasn't worried the team was failing. He just couldn't tell either way. He sat in the meetings. He read the status reports. He watched the demos. Everything looked normal, and none of it connected to the business he was trying to build.
What We Found
We came in for an independent review, and the first problem showed up almost immediately. There was no real plan under the work. When we asked for a roadmap, a feature hierarchy, timelines, wireframes, or user journeys, there was almost nothing. What existed were high-level notes like "manage contacts" and "track information." The team was building whatever got asked for, in the order it got asked. That sounds reasonable for about five minutes, and then you realize nobody could say where the whole thing was headed or how close it was.
What Changed
So we changed what progress got measured against. Instead of hours logged and components built, we tied the work to things a real user would actually be able to do, and we put a plan underneath that connected each piece back to the business.
What Followed
The founder finally got the thing he'd been missing, which was the ability to see where the project stood and judge it himself. The activity turned into progress he could watch, and the guessing stopped.
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