A mobile operator's launch had stalled. BSS/OSS, CRM, and billing systems were unstable; the 120‑person cross‑continental team had no clear delivery lead. Stabilised the systems, coordinated the teams, delivered the launch. The operator reached 3 million prepaid subscribers.
Track record
Done, not described.
These nine engagements sit where most digital programmes get difficult — after the slides, when decisions, constraints, and trade‑offs are real.
If your situation rhymes with one of these — a programme in trouble, foundations missing, or a regulated environment with real downside — we are likely to work well together.
Programmes that were already in trouble
A 30‑person software house was losing client confidence during COVID. Delivery delays, thin governance, processes that did not survive the absence of key individuals. Restructured the team, rebuilt delivery governance, and managed client escalations directly. The firm came out of that period repositioned as an agile, CI/CD‑capable consultancy.
Adecco's global IT asset management rollout had stalled in the pilot phase due to integration failures across regional teams. Took over delivery coordination, resolved the cross‑regional issues, and unblocked the programme.
Foundations that had to be built first
A renewable energy company scaling to 1,000+ employees had no IT function. Built the organisation from zero — ERP, CRM, logistics, warehouse, field service — growing the team to 60 people in fourteen months. IT did not become a bottleneck.
AVG Technologies was preparing for IPO with legacy platforms serving 100 million users. Managed the replacement of sales, CRM, and CMS systems and introduced ITIL‑based release management across development and support.
DHL was consolidating ICT services from 13 Nordic countries into Prague as part of a pan‑European cost programme. Led the preparation phase from the Nordic side — service inventory, migration sequencing, governance framework, and knowledge‑transfer handover across 13 country teams.
Regulated environments where the cost of getting it wrong was high
The brief was to build a P2P lending platform — KYC, AML, credit scoring — and obtain AFM licensing. The corporate sponsor withdrew mid‑project. The platform was completed independently, the licence was obtained, and NN Bank subsequently ran full technical, security, and BCM due diligence. It passed.
Raiffeisen Bank was evaluating retail entry into Germany via a POS banking proposition. Produced the BaFin compliance mapping, architecture, and working prototype required for the investment decision brief.
Following a telecom merger, the combined entity needed to decide which ERP, HR, and BI/DWH systems to carry forward across two estates. Assessed lifecycle status, cloud readiness, and contractual flexibility. Findings structured as a cost–benefit analysis for executive decision.
Let's find out
if there's a fit.
No deck. No prep. Just thirty minutes. If there's a match, I'll follow up with a brief note on what I'd look at and a suggested scope.
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