Temy Increased Revenue by 20% and Retained Two Key Clients After Fixing Delivery & Account Management
KEY RESULT • 1
+20% monthly revenue generated from the existing clients
KEY RESULT • 2
2 key accounts retained through improved delivery & AM
THE CHALLENGE
You can sell projects, but if delivery is unstable, clients go
Temy faced typical challenges of many IT services companies:
● Projects slip post-sale. Presale promises are made, but execution doesn’t consistently match expectations.● Client satisfaction drops. When delivery quality varies, churn risk increases.● No BizDev/account growth engine. Without ownership for expansion, teams lose upsell opportunities.● Revenue is hard to forecast. Leadership can’t see what’s coming in the next 2–3 months.
As an outcome, even when delivery teams are talented, the company ends up in a cycle of escalations → client dissatisfaction → lost accounts → stalled growth.
Temy needed a system that would make delivery predictable and turn clients into long-term partners.
Client
Temy
Headquarters
Ukraine
Founded
2014
Company size
100+
Industry
IT services
TRANSFORMATION SCOPE
OBJECTIVE • 1
Make delivery predictable and measurable across the whole portfolio
OBJECTIVE • 2
Build a repeatable engine for retention + expansion inside existing accounts
To solve Temy’s challenges, Denys Rudenko, our Business Strategy and Delivery Advisor, joined as a Fractional Head of Delivery, BizDev & PMO. He worked directly with Temy’s leadership and the delivery team to build a functional operating system.
During the assessment phase, he saw that the issue was a lack of visibility, so he started by implementing metrics.
To solve Temy’s challenges, Denys Rudenko, our Business Strategy and Delivery Advisor, joined as a Fractional Head of Delivery, BizDev & PMO. He worked directly with Temy’s leadership and the delivery team to build a functional operating system.
During the assessment phase, he saw that the issue was a lack of visibility, so he started by implementing metrics.
“Health project metrics were developed, implemented, and measured, so it became clear what exactly had to be fixed on each project.”
Denys Rudenko
Wiseboard advisor
“Health project metrics were developed, implemented, and measured, so it became clear what exactly had to be fixed on each project.”
Denys Rudenko
Wiseboard advisor
Below is a breakdown of how Denys built a predictable delivery system and how it helped Temy retain key accounts and increase revenue from an existing portfolio by 20% in just 6 months.
Temy's Roadmap to predictable delivery and account growth (6+ months)
THE SOLUTION
An operating system for predictable delivery and account growth
Denys helped Temy build a working operating system to manage delivery, prevent escalations, and grow existing accounts.
His goal was first to stabilize delivery, then turn that stability into recurring revenue.
To do this, the scope covered three workstreams:
Advisor
Denys Rudenko
Current Position
CEO at Yalantis
Key expertise
Delivery and OpsBusiness DevelopmentAccount ManagementProject Portfolio Management
Background
15+ years in tech; helped scale Yalantis from ~120 to ~500 employees in 6 years and drove ~40% annual growth
IMPLEMENTATION
Objective 1: Make delivery predictable and measurable
Action #1. Make project health visible (Weeks 1–4)
Denys started by making delivery measurable across the portfolio. During the assessment (2 weeks) and system design (2 weeks) phases, Denys implemented:
✔️Delivery Dashboard covering scope, timeline, budget, risks, team load, and client signals
✔️Health statuses (green/yellow/red) with defined criteria
✔️Weekly delivery reviews built around the same metrics for every project
With Health Project Metrics, Temy could evaluate project risks in advance.
By the end of week 4, leadership could see which projects were at risk and why. Delivery became a manageable system.
Action #2. Standardize how projects are run (Months 2–3)
Once health was visible, Denys focused on execution. At Temy, strong PMs could keep projects afloat, but that meant delivery quality depended on who happened to run the project.
Denys made execution quality predictable by rolling out a consistent set of delivery foundations:
● Delivery transition guidance● Project coordination plan ● Documentation review standards● PM audit to assess delivery
Denys shared with Temy the Project Management Template, so the team could track what had been done on each project.
This reduced reliance on individual PMs and made delivery quality stable across projects.
Action #3. Control delivery economics (Months 2–4)
Predictability isn’t only about time, scope, and cost. It’s also about whether projects are run in a way that protects margin. Denys introduced tools that connected execution to finance:
● Resource planning & utilization control● Delivery budget + revenue planning● GPM optimization tracking
That gave Temy visibility into where delivery was quietly burning profitability.
Objective 2: Build retention + expansion inside existing accounts
Action 1. Create ownership for account growth (Month 3)
As delivery stabilized, Denys strengthened account ownership, helping Temy bring in a Head of Account Management through his network, so retention and expansion had a clear owner.
Action 2. Turn client issues into a claims process (Month 4)
Before, client complaints were handled as one-off escalations. Denys introduced incident/claims management, so problems became trackable and repeatable.
The team learned to:
✓ Capture the incident and impact
✓ Identify root cause
✓ Assign an owner + timeline
✓ Track prevention actions
✓ Close the loop with the client
This reduced repeat issues and made clients feel the process was under control, which directly supports retention.
Action 3. Make account growth systematic with opportunity management + QBRs (Month 5)
In parallel, Denys made expansion visible and easy to predict by combining two things: an opportunity management system (tracked in a BizDev dashboard) and a structured QBR rhythm.
Combined, this helped the team:
✓ Log and qualify upsell opportunities
✓ Prioritize what to pursue now vs. later
✓ Assign owners and next steps
✓ Align on next-quarter priorities in QBRs
✓ Propose expansions based on real delivery outcomes
Temy gained a weekly-run growth engine inside existing accounts.
Action 4. Connect Delivery ↔ BizDev into one loop (Ongoing)
The most important part: Denys closed the gap between delivery and revenue.
He built a working loop:
1. BizDev / AM captures client feedback, claims, opportunities
2. Delivery fixes root causes and improves execution
3. Client satisfaction rises
4. BizDev returns with structured expansion proposals
Now, it works like that: BizDev brings what clients complain about and what they want next — delivery fixes it — BizDev returns to find upsell/cross-sell opportunities. Denys supports Temy in an operational support mode, ensuring the system is working consistently.
BUSINESS IMPACT
SOLUTION
EFFECTIVENESS
IMPACT
Introduced a portfolio-wide delivery health system
Real-time visibility into project risks
Standardized delivery execution
Consistent delivery execution across PMs
Implemented delivery economics control
Financially predictable projects
Hired a Head of Account Management
Clear ownership for account growth
Rolled out opportunity management
A repeatable method to retain and expand key accounts
BUSINESS IMPACT
Solution
Introduced a portfolio-wide delivery health system
Impact
Real-time visibility into project risks
Solution
Standardized delivery execution
Impact
Consistent delivery execution across PMs
Solution
Implemented delivery economics control
Impact
Financially predictable projects
Solution
Hired a Head of Account Management
Impact
Clear ownership for account growth
Solution
Rolled out opportunity management
Impact
A repeatable method to retain and expand key accounts
THE RESULT
Temy introduced a predictable delivery system and a structured account growth engine, growing monthly revenue by 20% without adding new clients. Denys continues to support the team in an operational format, while Temy runs the system independently.
Before
Revenue from existing clients was unstable
Key accounts were at risk
No ownership for retention or account growth
Client issues handled ad hoc and repeated over time
After
20% monthly revenue growth from existing clients
2 key accounts retained
New Head of Account Management grows the function
Structured incident/claims process reduced issues
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