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Our Work

Our team’s experience.

Spockhart is a new firm. The people behind it are not.

Before Spockhart, our team led transformations, built technology, and solved operational problems inside some of North America’s largest organizations. These are a few examples of what we’ve delivered.

Projects were led by members of our team in previous roles. They were not Spockhart engagements. Client names withheld.

$1.2BManufacturer’s commissions, automated1yr → 30minProject feasibility assessments6mth → 3wkSubcontractor financing approvals↑ $316KAverage monthly sales, 16 reps+$850KPractice revenue in under a year183%Cargo per trip on the same fuelSOPOur floor redesign became the operating standardGlobalSupplier network mapped, scored and ranked

In developmentSales & financial operations

An entire sales organization's commissions. Calculated automatically.

A custom commission platform replacing a $1.2B global manufacturer's manual Excel process with a centralized, auditable system. Scheduled to go live in January 2027.

A $1.2B global manufacturer

BeforeManual spreadsheets
AfterCalculatingDone, and auditable

Every rep, every plan, calculated the same way.

Commission calculations

Excel Automated

Scheduled go-live

January 2027

  • $1.2BAnnual client revenue
  • Entire sales organizationOne platform for commission calculations
  • Excel → AutomatedReplacing manual spreadsheets with an auditable calculation process
  • January 2027Scheduled go-live

The situation

A $1.2B global manufacturer was relying on a manual Excel process to calculate sales commissions across its entire sales organization.

What we are doing

We are building a custom automated commission platform to replace that process with a centralized, auditable system that calculates compensation consistently and transparently.

The objective

Eliminate manual commission administration while giving the organization a reliable, transparent source of truth for compensation.

Being built by a member of our team in a current role. Not a Spockhart engagement. Client name withheld.Scope: Commission platform design and build

Team experienceConstruction & real estate

From a year-long assessment to an answer in minutes.

An automated feasibility platform that turned a year-long, six-figure assessment into an answer in minutes, and became a national contractor's North American lead-generation engine.

A national general contractor

BeforeMonth 12+ · $100K+

One study, a year later.

AfterRunningMinutes, not months

Every opportunity, assessed.

Cost per assessment

$100K+ $0

$5M government technology grant

#1 nationally

  • 12+ months → MinutesAssessment turnaround
  • $100K+ → $0Cost per assessment
  • #1 nationallyRanked first in a $5M government technology grant review

The situation

A national general contractor was spending more than $100,000 and over 12 months assessing individual development opportunities.

What we did

We sold and built an automated feasibility platform that reduced the process to minutes, at no cost per assessment. The platform opened a new market for the company and became its North American lead-generation engine.

The result

A six-figure, year-long process became an accessible tool that could assess opportunities at scale and generate new business.

Led by a member of our team in a previous role. Not a Spockhart engagement. Client name withheld.Scope: Platform engineering

Team experienceConstruction finance

Financing that takes weeks, not months.

A first-of-its-kind financing marketplace, launched across the US and Canada, that cut approvals for subcontractors from more than six months to weeks.

A construction-sector client

BeforeWeek 26+, still waiting
AfterIn reviewApproved in weeks
Launched in 2 countries

US + Canada

In its market

First of its kind

  • 6+ months → WeeksFinancing approval timelines
  • 2 countriesLaunched across the US and Canada
  • First of its kindA new financing marketplace for the construction sector

The situation

Subcontractors were waiting more than six months for financing approvals, slowing their ability to take on and deliver new construction work.

What we did

We closed and launched a first-of-its-kind financing marketplace across the US and Canada, dramatically reducing approval timelines and creating a new revenue channel across the construction pipeline.

The result

Faster access to financing, less friction in the construction pipeline, and a new source of revenue.

Led by a member of our team in a previous role. Not a Spockhart engagement. Client name withheld.Scope: Marketplace design and launch

Team experienceSales operations

16 representatives. One performance system. $316K increase in average monthly sales.

A centralized performance tracking system that gave a 16-person sales team clear, consistent metrics, followed by a $316K increase in average monthly team sales.

A sales organization

BeforeLimited visibility
Team sales
AfterEvery rep, tracked
Team sales
Increase in average monthly team sales

↑ $316K

Representatives, one system

16 tracked

Individual rep bars are illustrative.

  • 16 representativesTracked through one centralized performance system
  • ↑ $316K/monthIncrease in average monthly team sales
  • One systemClear, consistent metrics for every representative

The situation

A sales organization had limited visibility into individual performance, making it difficult to identify opportunities, manage representatives, and understand what was driving results.

What we did

We implemented a centralized performance tracking system that gave management clear, consistent metrics across all 16 representatives.

Following implementation, average monthly team sales increased by about $316K.

The result

Management gained the visibility to understand performance, coach effectively, and manage the team against real numbers.

Led by a member of our team in a previous role. Not a Spockhart engagement. Client name withheld.Scope: Sales operations and performance tracking

Team experienceDigital transformation & commercial growth

Growing revenue from $150K to $1M.

Building out a consulting firm's digital services practice across digital twins, analytics and transformation platforms, from about $150K to $1M in revenue in under a year.

A consulting firm

Before~$150K

Traditional advisory work

After~$990K~$1M

In under a year.

Practice revenue in under a year

~$150K ~$1M

Digital twins, analytics, platforms

New capabilities

  • ~$150K → ~$1MPractice revenue in under a year
  • Multiple new capabilitiesDigital twins, analytics, and transformation platforms
  • New enterprise opportunitiesExpanded the firm's ability to sell and deliver technology-led engagements

The situation

A consulting firm wanted to expand its digital services offering beyond traditional advisory work and build a stronger technical delivery capability.

What we did

As part of the team responsible for developing and scaling the practice, we helped bring new services to market across digital twins, analytics, and enterprise transformation platforms.

Working across business development, client relationships, and delivery, the team grew the practice from approximately $150K to $1M in revenue in under a year.

The result

An expanded digital services business, a broader technical offering, and a new source of commercial growth for the firm.

Led by a member of our team in a previous role. Not a Spockhart engagement. Client name withheld.Scope: Practice development, business development and delivery

Team experienceAdvanced engineering

Making every delivery go further.

A working engineering prototype of a momentum-exchange system that could carry up to 83% more cargo per trip, delivered ahead of schedule and under budget.

An advanced engineering program

Before100% payload
After183% payload
Tracking precision of the prototype

5mm

After testing and redesign

7x more accurate

Illustration of the concept. Same fuel, up to 83% more cargo per trip.

  • 83% more cargoPotential payload capacity improvement per trip
  • 5mm accuracyTracking precision achieved by our working prototype
  • 7x more accurateImprovement achieved through testing and engineering redesign
  • Proof of conceptWorking prototype completed ahead of schedule and under budget

The situation

Moving cargo is expensive. Fuel costs, payload limits, and the resources required to transport goods put hard constraints on how much can be delivered in a single trip.

An engineering team was tasked with helping develop a more efficient approach using a momentum-exchange system that transfers energy between moving objects, reducing the amount of fuel required to transport additional cargo.

What we did

We helped turn the existing concept into a working engineering prototype, contributing to its design, mechanical requirements, testing, and validation.

The result

A validated engineering prototype that demonstrated the concept's feasibility and established the foundation for a full-scale design.

Led by a member of our team in a previous role. Not a Spockhart engagement. Client name withheld.Scope: Prototype design, testing and validation

Team experienceManufacturing

A better floor. More production. A new operating standard.

A redesigned staff and assembly layout and a new inspection process that put a packaging floor above its daily production targets three days a week, and became standard operating procedure.

A contract packaging manufacturer

Before
AfterStraight throughAbove target
Above daily production target

3 days a week

The new layout, adopted permanently

Standard procedure

  • 3 days/weekAverage frequency of exceeding daily production targets
  • New inspection processQuality checks introduced for inbound materials and finished goods
  • Adopted permanentlyThe redesigned layout became standard operating procedure

The situation

A contract packaging manufacturer needed to improve production efficiency and quality control across its assembly floor.

What we did

We redesigned the staff and assembly layout and introduced a new inspection process for incoming materials and finished goods.

The changes improved production enough to exceed daily targets an average of three days per week. The redesigned layout was subsequently adopted as standard operating procedure.

The result

A more efficient production floor, stronger quality controls, and improvements that became part of everyday operations.

Led by a member of our team in a previous role. Not a Spockhart engagement. Client name withheld.Scope: Production layout and quality control

Team experienceSupply chain & Industry 4.0

A global supplier network. One prioritized transformation roadmap.

Supplier processes mapped across a global network, assessed against Industry 4.0 best practice, and scored on a weighted platform that set the next year's improvement priorities.

A global telecommunications equipment company

  • Global networkSupplier processes mapped and assessed
  • Weighted scoringA structured assessment of performance and improvement opportunities
  • Annual roadmapFindings shaped the following year's continuous-improvement priorities

The situation

A global telecommunications equipment company needed a clearer picture of how its supplier network performed against modern manufacturing standards.

What we did

We mapped supplier processes across its global network, assessed them against Industry 4.0 best practices, and built a weighted-scoring platform to evaluate and rank improvement opportunities.

The result

Leadership gained a structured, evidence-based way to identify where improvements mattered most and direct resources accordingly.

Led by a member of our team in a previous role. Not a Spockhart engagement. Client name withheld.Scope: Process mapping and assessment platform

Your operation could be next.

A 30-minute conversation about how work actually gets done in your organization. No pitch deck. We start on your real problem.

Start a conversation john@spockhart.com