Client Work

What the work actually looks like.

Representative engagements across board analytics, systems strategy, cost optimization, growth, and AI enablement.

Work completed at McKinsey, Deloitte, and through RLK.

Board Analytics / Board Readiness and Performance Analytics / 3 weeks

Fortune 500 Insurance CIO

Result

Board embraced the framework on first presentation

A Fortune 500 insurance CIO needed a board-facing technology scorecard. Existing reporting was nonexistent and immature at best: no coherent framework, no financial translation, nothing the board could use to assess technology value. RLK designed 13 board-facing metrics and 30 underpinning IT health metrics for IT leadership, including custom indices calibrated against insurance industry peers. IT became the first function in the organization with reporting that mature. Technology went from a cost center narrative to a value creation story in a single presentation.

“We stopped defending and started leading. The board asks better questions now, and so do we.”
CIO, Fortune 500 insurance carrier

Systems Strategy / Growth Strategy and Sprint Plan / 6 weeks

Global Logistics Operator

Result

Board approved multi-year program on first reading

A global logistics operator carried five inherited ERPs across acquired entities and had no commercial case the CFO could take to the board. RLK built the consolidation case across twelve workstreams (finance close, inventory, planning, procurement, HR) with sequencing that ran the lowest-risk workstreams first. The board approved the multi-year program on the first reading.

“Five ERPs, twelve workstreams, and the board said yes on the first pass. That does not happen by accident.”
CFO, Global logistics, $380M revenue

Investment Prioritization / Custom Strategy Engagement / 8 weeks

Large Federal Agency CIO

Result

$4B in modernization capital deployed against named outcomes

A large federal agency received a major legislative appropriation for technology modernization with no prioritization framework in place. Capital availability was not the problem; deployment discipline was. RLK built the investment prioritization framework tied to specific citizen-facing service outcomes and tranche-level accountability. Approximately $4 billion in modernization capital was deployed against named outcomes, and the program was nationally recognized with industry awards.

“The framework survived three leadership transitions. That is the test.”
Deputy CIO, Large federal agency

Cost Strategy / Vendor and Spend Strategy / 4 weeks

Regional Healthcare Organization

Result

11% technology spend reduction, zero capability reduction

A regional healthcare organization faced a board mandate to cut $3M in annual technology spend without impacting operations. Spend analysis identified the savings by restructuring two major vendor relationships and eliminating redundant licensing. Full savings realized within 90 days, at zero capability reduction.

“We thought we needed to cut people. Turned out we needed to cut vendors. The savings landed in 90 days.”
CFO, Regional healthcare, $210M revenue

Growth Strategy / Growth Strategy and Sprint Plan / 5 weeks

PE-Backed Technology Services Firm

Result

Board-ready growth plan cleared in a single session

A PE-backed technology services firm ($220M ARR) needed a board-ready growth plan ahead of a recapitalization. RLK mapped three underserved segments with quantified revenue upside, sequenced the sprint plan, and built the supporting financial model. The plan cleared the board in a single session.

“The board had been asking for a growth story for four quarters. This was the first one they bought.”
CEO, PE-backed technology services, $220M ARR

AI Enablement / AI Strategy and Capital Allocation / 4 weeks

Financial Services Firm

Result

Three pilots moved to production within a single quarter

A financial services firm with 14 active AI pilots and zero production deployments. Structural diagnostic identified a governance bottleneck: every AI rollout required a compliance committee cycle averaging 8 months. Redesigned approval framework cut cycle time to 6 weeks. Three pilots moved to production within the next quarter.

“Fourteen pilots and nothing in production. The problem was not the technology. It was a governance bottleneck nobody had named.”
CTO, Financial services, $1.4B AUM

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