Proof of Work
Results, not promises.
Four enterprise engagements. Different industries, different problems — the same standard: measurable outcomes before we close an engagement.
01 — Financial Services
Largest Federal Agency
The Challenge
A $872B agency had attempted agile twice in five years. Both efforts stalled after 12 months — teams were running ceremonies but delivery speed hadn't improved. Leadership had lost confidence in agile as a strategy.
Our Approach
We started with a 3-week diagnostic that identified the root cause: leadership wasn't aligned on what "done" looked like, and teams had no authority to make decisions. We restructured the engagement around two parallel tracks — executive alignment and team-level autonomy — before touching any process.
"TabAgile diagnosed what two previous consultancies missed. The problem wasn't our teams — it was how leadership was sponsoring the change. Once that shifted, everything else followed.
02 — Healthcare
State Hospital Network
The Challenge
A state hospital network was building a new patient data platform. The technology team was agile-capable, but the clinical and operations stakeholders had no framework for participating in iterative delivery. Projects kept stalling at the review stage.
Our Approach
We ran a parallel program: executive coaching for the C-suite and clinical leadership (focused on how to be an effective product stakeholder), and Scrum training for the 8 delivery teams. Both tracks were designed to converge — so by month 3, leadership and teams were operating from the same playbook.
"The clinical leadership coaching was the piece we didn't know we needed. Our tech teams were ready — it was the rest of the organization that needed to catch up.
03 — Manufacturing
Industrial Equipment Manufacturer
The Challenge
A century-old manufacturer was digitizing its supply chain and product development processes. The IT organization had adopted SAFe on paper, but the framework had been implemented without customization — it was too heavy for their team structure and was creating more overhead than value.
Our Approach
The Process Audit revealed that 60% of SAFe ceremonies were producing no actionable output. We stripped the framework back to its essential components, designed a leaner hybrid model suited to their team size and cadence, and ran a 6-month transformation to embed the new approach across 12 product teams.
"We had built a SAFe implementation that was slowing us down. TabAgile had the credibility to tell us that directly and the expertise to fix it without starting over.
04 — Government
Federal Civilian Agency
The Challenge
A federal agency modernizing its benefits processing system needed to train 200+ staff across 14 teams in agile delivery — within a highly regulated, compliance-heavy environment where standard agile frameworks required significant adaptation.
Our Approach
We designed a custom training curriculum that mapped agile principles to the agency's existing compliance and governance requirements — rather than asking teams to work around them. Training was delivered in cohorts of 20, with embedded coaching for team leads in the 30 days following each cohort.
"Most agile trainers don't understand government constraints. TabAgile built a program that worked within our reality — not against it.
Across All Engagements
Your results could be next.
Book a 30-minute call. We'll tell you what's slowing your delivery down and what a realistic improvement looks like — before you commit to anything.