Problem
MagmaLabs (~70 people, 24–26 clients, ~55 operatives) had negative client NPS and an eNPS of 10 — a workforce and client base both signaling active dissatisfaction, with no systemic plan to fix either.
Action
Applied a Care → Trust → Teamwork → Delivery sequence as the organizing principle for how the company operated — deliberately treating the human conditions (care, trust) as the mechanism for the business outcome, not a soft add-on to it.
Result
NPS moved from negative to 99. eNPS moved from 10 to 95. Both within six months. Left the COO role afterward when leadership asked to deprioritize people in favor of treating them as cost lines — a deliberate return to engineering, not a demotion.