Proof in the outcomes.
Selected engagements showing how S&O Capital turns strategy, operational improvement and technology into measurable business impact.
€1.2M savings in seven months.
Lufthansa Group · Lufthansa InTouchAn international contact-centre operation needed to create OPEX capacity while maintaining service performance. S&O Capital analysed the operation, defined the intervention plan and executed targeted ITSM improvements.
Optimise mature ITSM practices and create sufficient OPEX headroom to absorb additional business volume.
Data-driven analysis, targeted process redesign and hands-on implementation across the international contact-centre environment.
S&O Capital exceeded the hard-savings target, while enabling faster access to business insights and more operational capacity.
Generali CEEDelivery improvement across eight countries.
S&O Capital partnered with Generali CEE on a project-delivery portfolio worth hundreds of millions of euros, with the objective of materially improving project management and governance effectiveness.
Eight CEE countries, with stronger governance, fewer ad hoc escalations and better portfolio discipline.
20% improvement in project-management efficiency and governance effectiveness, plus a 10% increase in portfolio delivery predictability.
Greater adherence to budget and timelines, supported by clearer delivery governance and execution discipline.
Strategy that stayed flexible as priorities changed.
A leading international insurance and personal-protection business engaged S&O Capital to support strategy definition, execution and implementation for a regional multi-year growth agenda.
Flexible support without losing accountability.
The work was delivered through S&O Capital’s transparent retainer model, allowing the client to adapt scope and priorities while maintaining continuity, senior involvement and practical execution support.
30+ services assessed across five markets.
S&O Capital ran a structured, multi-dimensional assessment of more than 30 must-have services and new initiatives to establish a fact-based starting point for regional transformation.
Service maturity, business impact and cost were assessed to build a common fact base across markets.
The engagement helped shape and deliver future-proof services based on regional needs rather than one-size-fits-all assumptions.
A clearer transformation baseline and prioritised direction for the regional value proposition.
Atlas Copco GroupMore portfolio value with almost the same team size.
S&O Capital supported the organisation to streamline processes, strengthen staff competencies and improve project execution — with less than 5% variation in team size.