Real Clients.
Real Results.

"Our implementation teams cannot keep up with sales and we are losing deals."

A payment processing SaaS company was growing rapidly but the implementation team was completely overwhelmed. Initial analysis revealed there was little to no handoff from sales to implementation. Implementation itself was a disorganized mix of product and consulting resources with no standard process.

Zero Drag created standard requirements collection forms and productized the implementations with complete AI-assisted playbooks built on Claude API. Product resources were refocused on product. TTV was reduced 50%, implementation became a competitive differentiator, and inbound leads grew 40% as word-of-mouth from fast, consistent deployments compounded. Client teams were left fully self-sufficient with methodology transferred and internalized.

"We are losing revenue and cannot maintain profitability."

A consulting services company had started rapidly and grown quickly, but after a few years cash flow and sales became significant problems. After analysis, Zero Drag found the firm was trying to be all things to all customers — heavily dependent on expensive full-time employees and lacking a scalable resource model.

Zero Drag refocused the company on their core competencies of Analytics and CRM. Resource composition was realigned. A new contractor channel was created. Compensation for both sales and delivery was tuned to drive needed habits. An OpenAI-powered margin tracking dashboard was built and handed to the client team. The end result was 50% revenue growth in 6 months and a 30% margin on all work.

"We are the largest payment processor in the US, yet we are losing to upstarts. What should we do?"

A large payment processor had built a myriad of competing products as a function of acquisitions and internal fragmentation. Mean time to sales was 10× that of the competition and TTV could be 6 months as opposed to days for agile challengers.

Zero Drag applied Design Thinking to envision a new future state. API product maps were designed, legacy product lines were decommissioned, and a new GTM strategy was built with AI-augmented sales tooling. Sales cycles and TTV were dramatically slashed while customer satisfaction tripled. Client teams were trained and left with the sustainable capability to maintain the new model independently.

"Why is our DSO almost 300 days and our clients selecting our competitors?"

A Scandinavian cellular powerhouse was unable to meet delivery expectations for their primary US clients and was unable to invoice within contract constraints — forcing customers to competitors and creating a massive cash flow problem. DSO had climbed to nearly 300 days.

ZDC resources diagnosed root causes by meeting with global leaders and implementors across the organization. A hypothesis was developed and tested in a Design Thinking session with primary customers. The result: modernize the process through digital means and apply Claude AI to overcome technology deficiencies in the invoicing workflow. Revised resource steps and AI-automated invoice processing reduced DSO from 300 days to typically 4 — a 99% reduction.