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Track record: results delivered in live operating environments.
Our track record presents four engagements in anonymized form to protect client confidentiality. Each case shows the situation the organization faced, the work TAMA performed and the capability the client retained. Names and identifying details are withheld.
01
Activating a National Incentives Program
A public program moved into a consistent, auditable operating process that a trained client team continued to manage after handover.
The program had an approved framework but lacked one operating process for assessing applications, reviewing compliance and documenting decisions before launch.
TAMA activated the operating model, organized application assessment and compliance review, developed auditable tools and procedures, and prepared the documentation and training required to transfer knowledge to the internal team.
The client retained a documented operating model, auditable assessment and compliance tools, and a trained team able to manage the operating cycle internally.
Delivered in collaboration with a Big Four firm · PMO & Delivery Offices · Interim & Embedded Leadership
02
Integrating a Mobility and Insurtech Platform
The business model and governance were unified around one growth plan that prepared the platform for expansion into a new GCC market.
Three business lines were operating through fragmented arrangements, while the owners needed one view of growth and governance before entering a new market.
TAMA conducted a strategic assessment, developed the growth business plan, reviewed relationships across the three business lines, unified the operating and corporate structure, and defined the governance needed for expansion into the new market.
The owners retained one business model, an approved growth plan and a governance structure directing expansion decisions and management of the three business lines.
03
Building an In-House Analytical Capability
The organization owned its modelling tools and operated faster analytical cycles through a documented internal capability that continued after the engagement.
The economic function relied on external studies and tools it did not own, lengthening analytical cycles and limiting its ability to repeat the work internally.
TAMA redesigned the analytical process, defined modelling requirements, supported procurement and licensing of specialist technology under public-sector requirements, and documented the workflow, tool administration and analytical cycle.
The organization retained a documented analytical process, licensed client-owned modelling tools and the operating knowledge required to produce and update analysis internally.
04
Institutional Readiness for a New Stage
The board adopted a formal decision framework and used it to manage the first delivery slate within one institutional plan.
The company was preparing for a sensitive institutional stage while project and investment decisions followed multiple paths without one framework connecting the board to delivery.
TAMA developed the strategy and business plan, designed governance for project and investment approvals, managed the program office, coordinated board-level stakeholders and connected decisions to a defined delivery slate.
The company retained an institutional decision framework, one business plan and a program office managing the delivery slate and routing matters to the board.
Across all four cases, change became visible in something operating: an auditable program cycle, a unified business model, an internal analytical capability and governance managing delivery.
Does our track record reflect a challenge your organization faces?
Share the required outcome, operating context and current stage. A senior adviser will review the information with you, identify the most relevant case and service, and define what is needed for a practical first discussion while protecting any confidential information you provide.