Major European Airline:
Product & Platform Operating Model Redesign

A major European low-cost carrier decided to move from project-based technology delivery to a product- and platform-based operating model. The technology organisation had grown around annual project budgets, waterfall delivery cycles, and manual governance processes that made strategic responsiveness nearly impossible. AmehX was engaged as Business Architecture and Operating Model Lead.

Annual budgets were allocated to projects, not products — creating incentive structures that rewarded outputs over outcomes. OKR frameworks existed on paper but were disconnected from what teams were actually doing. Capex/Opex classification required weeks of manual work per initiative, slowing funding approvals to a six-week cycle and creating a significant backlog of unreviewed demand. Board-level performance reporting required extensive manual aggregation from across the portfolio.

AmehX delivered across four interconnected workstreams simultaneously, each with its own delivery track but managed as an integrated programme.

Funding Model: Designed annual and seed funding models with clear decision rights, Capex/Opex classification guidance, and governance forums. Ran the forums through their first live cycle to ensure adoption rather than handing over documentation.

Demand Management: Designed a structured front-door intake process with defined triage criteria. Built an automated Capex/Opex classification tool that reduced classification time from weeks to hours.

OKR Architecture: Defined enterprise strategic objectives and built a roll-up mechanism that automatically connected board-level strategy to team-level quarterly goals. Designed an analytics layer that aggregated team performance data for board reporting without manual intervention.

Testing and Transition: Ran structured user testing of all process flows across the organisation. Delivered the full transition to new ways of working with change management support throughout.

Demand approval cycle time fell by an estimated 40%, from six weeks to approximately five days*. Board-level OKR reporting now runs with zero manual aggregation — the analytics layer pulls and formats data automatically. The funding model was approved and operationalised across the full product and project portfolio. The organisation did not inherit a document; it inherited a running system.

* Estimated reduction based on process timing before and after implementation. Client name withheld as standard; full disclosure available under NDA.