Case study

CAPASCA GROUP reduces delays by 80% with Havelock, and decreases production lead-time by 30%

Capasca Group
Company size
900+ employees
Office locations
Production facilities

Capasca Group was founded in Bulgaria, 2004, as an affordable luxury fashion brand. It started with stores in the local market, but quickly captured France, Sweden, Greece and opened stores there as well. In 2007-2009, after the Global Financial Crisis, the company shifted focus to provide production and services to affordable luxury brands all over the world. The new road was thorny, but in 10 years, Capasca found its rhythm as a producer and grew from an operation with 100 people to having more than 1,000 employees, owning four factories in Bulgaria, and producing for brands in France, Italy, Britain and America. Today, Capasca produces clothes for names including Sandro, Maje, Claudie Pierlot, The Kooples, BA&SH, Armani, Guess by Marciano, Ted Baker, and many others.

Capasca’s biggest challenge was to manage its fast growth; after it transitioned from a fashion brand with trademark stores, to a producer and a design & development studio for other brands. Yes, the company was expanding and the client portfolio was flourishing, but still, it had too many delays, due to communication barriers, and operational roadblocks.

Capasca struggled with properly planning projects and structuring processes, which made it hard to plan and follow timelines, often resulting in disputes with clients and suppliers. Departments didn’t collaborate efficiently and couldn’t sync their priorities with those of the company and its clients. Misalignment and the“shift of blame”–especially between the Design & Development and Production departments–had turned into a cat-and-mouse game that created additional stress, exhausted staff, and suffocated transparency.

Havelock structured our processes and made everything more predictable. This not only gave us tremendous bargaining power, but in an industry that is famous for its dynamics–It relieved the stress from our people.

Boycho Kojouharov

Havelock eliminated all shift-of-blame between Design and Development. We’re happy to have such a powerful tool as Havelock to propel our journey in the fashion business. Havelock became not just a solution to particular problems but an integral part of our company.

Hilda Savcheva
Managing Partner

Havelock put an order in Capasca’s chaos with its work management methodology and software. To structure the company’s processes, it organized all projects as cross-department procedures based on best industry practices and “in-house” know-how. PMs planned and managed projects dynamically and proactively with clear accountability, moving towards the right outcome. This streamlined processes and made it easier to get a 360-degree of a project’s status. It also helped sync departmental priorities with those of the company.

Capasca reduced its time-to-market delays because all teams started working in sync and timelines became predictable and reliable. Havelock boosted cross-functional collaboration by centralizing the entire organization’s communication and file sharing, eliminating the need to follow several chat channels and endless email strings. Furthermore, Havelock adapted Capasca’s planning to the hectic dynamics of the fashion industry, planning only actionable “no dependencies” tasks. As a result, all employees’ task lists and respective deadlines became achievable and predictable, leading to a whopping increase in accountability for each and every function.

Some results

less time-to-market delays
less Return-on-Employee investment
less production lead-time