We Pilot Transformations® · Transformation consultancy, London
Every initiative works.
The number won’t move.
Ambition is rarely the constraint. Structure is.
We map how the business is actually wired, prove the fix on one route with real data, and hand it back.
Engagements from £15,000
Three strategies a board was debating, modelled. None of them moved the number, because the structure could not carry any of them.
From first hearing about the engagement to a presented concept. It became a template applied across three city typologies.
The flat fee and the deadline for every pilot run by a unit we built inside a global agency network.
FastMora engagements
Plus clients who prefer not to be named.
Earlier, through Interpublic and Nickelodeon
The method
Every organisation that works blends systems and empathy.
Systems are the designable part. Structure, process, governance, funding flows, decision rights.
Empathy is how people actually behave inside that structure. It is not sentiment. It is accuracy about behaviour, and you get it by asking and then believing the answer.
At Primo Waters, the systems work found fragmented customers and post-acquisition sprawl. The empathy work found that the delivery drivers held the highest Net Promoter Scores in the entire company while being managed as a cost line. Only one of those findings changed the business.
The two conditions look identical from the inside. They need opposite fixes.
How we work
Three moves. The middle one is the whole idea.
A pilot is one delivery route, one product vertical, one market, or one modelled scenario. Small enough that being wrong costs little. Real enough that the result means something.
At that national foundation we ran the pilot entirely in a model. Three strategies, tested and rejected, before anyone spent a year finding out the same thing in the world.
We pilot so that failure is cheap.
The current example
Why AI pilots die
Roughly 95% of enterprise AI pilots deliver no measurable impact on profit. The technology mostly works.
They die because the capability sits in individuals rather than in the institution. People learn a tool, get promoted, leave, or go back to how they worked before.
We built a unit inside Ogilvy in 2016 for exactly this reason. Five makers on staff, fifteen strategists trained on live client work, every pilot delivered in under thirty days. The tool was never the problem then either.
What you can buy
Four ways in. Most people start small.
The Pilot Case
Which half is broken, and what to pilot first. Ends in a modelled number.
The Two-Week Pilot
One decision, answered in time for the date that forced it.
The Transformation Pilot
Run the change on one route, with real data, before committing the business.
The Embedded Unit
Build the capability inside the organisation and hand it over.
Selected work
When the cost line turned out to be the growth engine
The delivery drivers held the highest NPS in the company and were managed as an expense. We changed one route at a time.
Proudly making pilots in public
Five makers, fifteen strategists, every pilot inside thirty days. Then it dissolved into the way of working.
When three good strategies were all worth nothing
Zero complete value chains. 96.6% of outcomes unfunded. $20M modelled before a single application.
Who
FastMora is led by Gary Bonilla FCIM, previously EVP and Chief Strategy Officer at Interpublic Group and SVP at Nickelodeon. Specialists join by engagement.
We are named for the reina mora, the Puerto Rican bird that carries seeds into broken canopy. Most of the seeds go nowhere. Enough of them take.
