Engineering
That Delivers
Synthis is a senior consulting and engineering firm. We combine strategy, process, software, automation, and systems integration to redesign how organizations operate, and deliver measurable business outcomes.
Fortune 500
F500
Client base
Method Stages
07
Synthis Method™
Delivery Model
E2E
Strategy → Execution
Team Composition
100%
Senior Talent Only
The Synthis Method
A proprietary seven-stage delivery framework
Core
Capabilities
Four disciplines, delivered by one senior team, engineered to compound, not to sit in silos.
All capabilities →Strategy & Transformation
Executive alignment, operating model design, and transformation roadmaps grounded in measurable business outcomes.
Process & Systems Engineering
End-to-end process redesign, systems architecture, and integration for complex, multi-vendor environments.
Software & Automation
Custom software, intelligent automation, and data platforms, engineered, integrated, and operated as one continuous system.
Data, Analytics & AI
Data foundations, analytics products, and applied AI where it moves a metric, not where it looks good on a slide.
Industries we operate in
Aviation
Modern aviation runs on the tight coupling of operations, revenue, maintenance, and customer systems. We build the intelligence layer that closes those loops.
Media & Entertainment
Production, rights, distribution, and audience systems must operate as one. We rebuild the operating model to match how modern media companies actually earn.
Technology
Growth-stage and enterprise technology firms hit ceilings not in engineering but in the operating model that surrounds it. We rebuild that model.
Financial Services
Banking, insurance, and asset management leaders modernizing operations without compromising controls, resilience, or trust.
Manufacturing
Connecting plant, supply chain, quality, and commercial systems into an operating fabric that reacts in real time.
Professional Services
Consulting, law, and advisory firms rebuilding the operating model around knowledge, engagements, and outcomes, not billable hours.
The Engineering
Difference
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Senior consultants and engineers with decade-plus tenure, on every engagement.
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One integrated team from strategy through operations. No offshore handoffs.
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Delivery measured by business outcomes, not project milestones.
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Systems built to last, vendor-neutral, standards-first, engineered to compound.
Founding Principle
"Transformation is engineering. Strategy, process, and software are not separate disciplines, they are one system, and we build it to last."
Questions leaders ask
before they call us
Direct answers to the transformation problems we are brought in to resolve.
Our digital transformation initiatives feel disjointed. Each project exists in isolation. How do we fix that?
Disjointed initiatives are a symptom of missing operating architecture, not weak project management. We map every in-flight initiative against one target operating model: process, data, systems, and ownership. Overlaps get merged, orphaned projects get retired, and the survivors get sequenced so each one compounds the next. The output is a single transformation roadmap with one accountable owner per capability instead of a portfolio of unrelated projects.
What frameworks do consultants use to map and redesign workflows for automation?
The common set is value stream mapping and SIPOC for scope, BPMN for the as-is and to-be process models, Lean and Six Sigma to remove waste and variation, and a task-level automation assessment that scores each step on volume, rules clarity, exception rate, and system access. We combine those into a single pass: map the value stream, model the process in BPMN, eliminate steps before automating them, then automate what remains with the lightest viable technology.
How do digital transformation strategies compare in speed, cost, and scalability?
Strategy-led approaches such as McKinsey and MIT Sloan produce strong direction but are slow to value and expensive to sustain. Architecture-led approaches such as TOGAF scale well but take months before anything ships. Process-led approaches such as Lean and Six Sigma deliver quickly but rarely change the underlying systems. An engineering-led approach runs strategy, process, and systems as one workstream, which is what makes fast delivery and durable scalability possible at the same time.
We automated processes but the savings never showed up. What went wrong?
Automation applied to a broken process locks in the waste and makes it harder to change. Savings appear when the process is redesigned first, exception paths are eliminated rather than scripted, and the measurement baseline is defined before build. We re-baseline the process, quantify the true cost per transaction, redesign, then automate only the steps that survive the redesign.
Our ERP, CRM, and cloud platforms do not talk to each other. Where do we start?
Start with the data contract, not the connector. Define the systems of record for each critical entity such as customer, order, asset, and employee, then integrate through a governed pattern (event-driven where latency matters, batch where it does not). Point-to-point interfaces built without that ownership model are the reason integration estates become unmaintainable.
How do we know a transformation program is actually working?
Measure business outcomes, not project milestones. Cycle time, cost per transaction, error and rework rate, on-time delivery, and revenue or margin impact, each with a pre-engagement baseline and a defined target. If a program cannot report movement on those numbers within a quarter, it is reporting activity rather than progress.
Start the Build
Connect with our lead systems architects for a strategic briefing.