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- Case Study -​​

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Infra.Company transformed IT infrastructure from a necessary evil into a trusted, enabling experience for real estate developers. By aligning technology, brand, behaviour, and incentives, we replaced expensive, fragile legacy solutions with a coherent system that scaled nationally — reaching over 110,000 users across more than 100 projects without external investment.

 

What looked like “IT” became a foundation for trust, speed, and reputation.​

Turning Infrastructure into Experience

 

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From Utility to Identity

 

Infra.Company was founded to solve a visible but structurally ignored problem.

 

Across Europe, office buildings are frequently converted into residential properties to address housing shortages. Legally, these buildings often retain a single address. Practically, they contain hundreds of rooms. Internet providers respond with a single modem.

 

The consequences were predictable:

 

  • unusable connectivity,

  • frustrated tenants,

  • reputational damage amplified through social media and press,

  • and real estate investors forced into expensive, slow, legacy IT contracts they did not want to own or maintain.

 

Traditional solutions were technically capable, but economically and behaviourally misaligned. They required high upfront investment, long maintenance contracts, and placed responsibility where investors explicitly did not want it.

 

Solving this was not a technical problem. It was a systemic one.

 

Step 1 — Technology as Enabler, Not Differentiator

 

The technical foundation was straightforward. Cloud-managed networking (Cisco Meraki) provided stability, remote troubleshooting, APIs, and scalability. It worked — and many others could have used it.

 

This was not the advantage.

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Step 2 — Identity Before Offering

 

The real challenge was differentiation in a market that did not want newcomers — and without a marketing budget.

 

We identified that competitors sold utility. We decided to offer experience.

 

Not an IT provider, but a partner who thought along with investors:

 

  • how to grow portfolios faster,

  • how to reduce operational risk,

  • how to avoid reputational damage,

  • and how to remove IT from daily concern altogether.

 

This identity became explicit in one sentence:

 

“Imagine IT managed.”

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It addressed the core psychological pain point instantly — without features, without explanation.

 

 

Step 3 — Behavioural Design as Strategy

 

Identity required daily embodiment.

 

We designed Infra.Company as a coherent behavioural system:

 

  • Product portfolios mirrored the characteristics of cloud-managed infrastructure.

  • Proactive monitoring and early AI pattern detection prevented failures before customers noticed.

  • Remote management reduced on-site visits by ~70%.

  • One engineer could manage national infrastructure, freeing capacity and reducing costs.

 

To remove financial friction, we partnered with a major financial institution and introduced Infrastructure as a Service: full service for a predictable monthly fee.

 

Responsibility was transferred. Anxiety disappeared.

 

 

Step 4 — Making the Invisible Visible

 

Infrastructure is experienced through people.

 

Engineers were reframed as ambassadors:

 

  • selected for social as well as technical skill,

  • dressed in custom pilot uniforms,

  • encouraged to talk, listen, drink coffee with concierges and staff.

 

Small, unconventional decisions had outsized impact:

 

  • portable vacuum cleaners for clean server rooms,

  • custom cable ties and branded stickers,

  • instantly recognisable order where chaos was expected.

 

Trust was built without words.

 

 

Step 5 — Designing Incentives, Not Rules

 

Construction environments are chaotic by nature. Instructions are forgotten, cables are cut, priorities change hourly.

 

We redesigned the system:

 

  • Clear, colour-printed, laminated A3 instructions with versioning.

  • Blue cables instead of grey — and temporary Wi-Fi nodes so that cutting a cable punished the cutter, not us.

  • A Nespresso machine for site managers — ensuring our visits were anticipated and instructions respected.

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None of these were “IT decisions.” All of them worked.

 

 

Step 6 — Becoming the Default

 

In unfinished buildings, we installed free Wi-Fi under our own name.

 

Builders, architects, inspectors, investors — everyone noticed.

Infra.Company became present before it was ever sold.

 

The path was paved quietly.

 

 

Outcome

 

Over six years, Infra.Company grew from zero to 110,000+ users across 100+ projects, without external investment.

 

Not by optimisation.

Not by marketing.

But by aligning technology, brand, behaviour, incentives, and human psychology into one coherent identity.

 

That is the power of multi-domain thinking, and the foundation of Ousia Consulting.

Enter the Executive Lounge​

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The Executive Lounge is where we articulate what most organisations feel but cannot yet name. In a post-AI world, differentiation no longer comes from features or efficiency alone. Here, we explore identity as a strategic force, and invite a small group of leaders to be among the first to engage with this way of thinking.

 

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