Four programmes, four industries, four sets of results that went straight to the board. No vanity metrics — just outcomes that were agreed upfront and delivered.
€2 bn European industrial manufacturer
Four legacy ERP instances across 14 manufacturing sites in six countries, running on different versions of SAP ECC. Each plant had custom processes that had never been harmonised — and a hard regulatory deadline that made a phased multi-year approach unviable.
NGV Nova led the full programme from business case through hypercare: a fit-to-standard blueprint phase that harmonised core processes across all sites before a single line of code was written, followed by a two-wave technical migration with an integrated change management track.
Regional bank, 2,400 employees
The bank had grown its AWS footprint organically across three business units — each with separate accounts, billing, and no shared governance. Cloud spend was opaque, workloads were over-provisioned, and a forthcoming regulatory audit required documented compliance controls.
NGV Nova designed a multi-account landing zone using AWS Control Tower, established centralised billing and tagging governance, and ran a 90-day FinOps sprint to right-size the 40 largest workloads by spend.
Mid-market retail group, 180 stores
Eleven reporting silos fed by separate ETL pipelines, with overnight batch jobs required to produce the next-day trading reports that merchandising teams depended on. Data quality disputes between teams consumed an estimated 30% of analyst time each week.
NGV Nova architected a unified Snowflake platform with dbt transformation layers, migrated all 11 source feeds with data quality rules built in at ingestion, and replaced the BI layer with governed self-service on top of certified data products.
NHS-affiliated health network, UK
Three separate organisations had merged on paper but were still operating as independent entities — with duplicated shared services across finance, HR, and procurement, and no common process standards. Cost pressure from commissioners required measurable efficiency gains within 18 months.
NGV Nova ran a diagnostic sprint to map duplicated activity across all three organisations, co-designed a target operating model with frontline and leadership stakeholders, then delivered a phased automation roadmap sequenced to avoid service disruption.