Finally, one place to see what's actually shipping
Legend is behind more than 25 sports and gaming brands reaching over 300 million players worldwide, a portfolio business built around audience and content rather than a single product. Teams build products that attract large audiences, then generate revenue through partnerships with the operators those audiences convert to. It's the kind of multi-brand, fast-growing structure a lot of product leaders will recognise: as the business scaled, work ended up scattered across a patchwork of tools with no shared view of what was actually shipping.
At a glance
Sector
Sports and gaming (multi-brand digital platforms)
Services
- Ways of working & change support
- Technology strategy & operating model design
- From strategy to delivery
Engagement
Since December 2024, ongoing (Open Works has worked with Legend since 2020)
Outcome
A fragmented, multi-tool work management landscape consolidated into one shared, prioritised view, and a lasting shift in how the organisation treats data quality and delivery focus, independent of any single tool.
The Challenge
Legend's teams were drowning in noise. Ideas and work lived everywhere, Jira, Notion, Slack, spreadsheets, even people's own notepads, and depending which team you asked, the same piece of work might be tracked in three different places at once.
For a fast-moving, founder-led business built on speed and instinct, that lack of shared visibility was starting to bite. Leadership couldn't get a straight answer to a simple question: what's actually shipping, and when? Decisions about priority and progress were being made without a consistent, trustworthy picture of the work underneath them.
How We Worked
Open Works ran a genuinely deep discovery process: interviewing stakeholders across the business, mapping where work actually lived, and testing several work management platforms in real depth before settling on a way forward.
For Open Works, this was never simply a tool decision. It's an operating model question, how distributed teams stay visible to each other and to leadership, and that's the lens the team brought to it throughout.
That meant working at every level of the business, sitting with leadership one day, then getting hands-on with an individual engineer's Jira setup the next. Moving fluidly between the strategic and the technical kept conversations productive whether they were happening in a boardroom or over someone's shoulder at a desk.
The team also built things by hand where nothing else fit. At one point, frustrated by weak alerting in the incumbent tool, Open Works built a custom integration over a single weekend to solve it directly, exactly the kind of fast, practical problem-solving Legend has come to expect.
They're so good at that side of things. We had a problem with alerting that wasn't great, and over a weekend they just went and built the thing I'd been picturing. That ability to go and build it, rather than just talk about it, really stood out.
Harrison Bani, Chief of Staff, Legend
What We Did
Ways of working & change support
Ran in-depth stakeholder interviews across the business and helped build the shared habits and discipline that any work management tool depends on.
Technology strategy & operating model design
Led a genuinely deep evaluation of the work management platform market, testing several tools in real depth before recommending a way forward.
From strategy to delivery
Consolidated a fragmented, multi-instance Jira setup into one consistent system, and got programme tracking and prioritisation working in one place for the first time.
The impact
The Business Impact
So what does that actually mean for the business? The real shift was behavioural: valuing data quality, and focusing on execution over chasing the next new idea. Those are changes that tend to stick long after any particular tool has come and gone. One of Legend's delivery leads summed it up in a message to Harrison during the rollout: “the standardisation was making things measurably better,” a fair summary of the whole project.
If something here sounds familiar, it is probably worth a conversation.
Every organisation is different. The challenge is usually the same: ways of working that actually support delivery, growth and change. If that's you, let's talk.