Accelerating Enterprise AI Adoption
Confidential Sports & Entertainment Agency | North America
The Situation
Client Service teams carried high administrative burden, inconsistent knowledge management, and no enterprise AI baseline.
AI usage was ad hoc, confidence low, and workflows lacked structure for scalable, client-safe integration. Leadership sought disciplined acceleration without compromising governance or delivery quality.
The Approach
WDH Advisory designed and led a structured AI Acceleration program grounded in measurable outcomes and enterprise readiness:
Baseline adoption and workflow assessment
90-day pilot across Client Service cohorts
Role-based Copilot enablement embedded in live workflows, including structured upskilling sessions and development of a custom Client Service prompt library
Knowledge Management framework (naming, storage, metadata, governance)
Golden templates and SOPs for high-frequency workflows
Financial ROI modeling tied to projected time savings
Custom Agents to improve commercial rigor in SOWs
The focus extended beyond prompts to data structure and retrieval quality, enabling safe, scalable AI adoption.
The Impact
Within 4 working weeks, teams moved from experimentation to embedded usage.
3.8x increase in daily AI usage (20% → 75%)
90% reclaiming 2–6 hours per week
95% reported expanded AI confidence
100% advocated for expanded license investment
AI embedded across drafting, summarization, meeting prep, and deck review
Financial modeling indicated up to 20x first-year ROI based on projected time savings versus license and enablement cost.
Structural Shift
Knowledge Management transformed Copilot from a standalone productivity tool into a compounding enterprise system, improving retrieval accuracy, reuse, and governance across accounts.
Additional references available upon request.
Re-Architecting a $350M Global Operating Model for Margin Expansion
Global Digital Agency Network | 15 Offices | $350M P&L
The Situation
A global agency network operating across 15 offices faced growing margin pressure, fragmented regional structures, and inconsistent financial visibility.
The organization was structured geographically, with uneven delivery standards and limited forecasting rigor. Workforce allocation was not consistently aligned to revenue demand, and low-margin services diluted profitability.
Leadership required structural redesign — not incremental cost cutting — to restore margin predictability and operational clarity.
The Approach
As Global COO, led a multi-year transformation to modernize the enterprise operating model and strengthen commercial discipline.
Key initiatives included:
Transition from geo-centric to service-centric operating model
Realignment of global workforce to revenue signals and utilization targets
Introduction of enterprise revenue risk assessment and forecasting standards
Construction of a global Business Intelligence stack (data warehouse, reporting, visualization)
Rationalization of low-margin service lines and reallocation toward growth areas
Establishment of a nearshore shared services model to improve cost efficiency
Executive oversight of global restructuring during COVID response
The transformation focused on structural simplification, financial transparency, and clearer accountability across the enterprise.
The Impact
$70M+ cost savings achieved during restructuring
$34M margin expansion through workforce and model redesign
$12M strategic capital reallocated to higher-growth services
15% workforce efficiency improvement
$5M recurring annual savings via nearshore shared services
Forecasting accuracy improved across 15 offices, strengthening executive decision-making and commercial predictability.
Structural Shift
The organization moved from fragmented regional silos to an integrated, service-led enterprise model. Margin discipline increased. Operational complexity decreased. Executive visibility improved. The result was a structurally stronger, commercially aligned organization positioned for durable growth.
Additional references available upon request.