Client Results

As a provider of critical infrastructure, the client was required to comply with the NIS2 requirements. I collaborated with the in-house cybersecurity team to bring IT processes into alignment with global IT security policies. Current processes were mapped and properly documented, gaps were identified and mitigated, and the necessary information management was implemented. To minimize management overhead, critical tasks were automated via ServiceNow, and a central repository for audit-related evidence was created.

The client (IT and telecom SME) had grown quickly, but was getting more and more customer complaints, and sales were declining. Analysis showed that the maturity of the organisation had not followed its growth; a bottleneck for many companies as they grow. Technical, operational, and customer knowledge had become fragmented, and existed mainly in the heads of employees. As new people joined the company, different assumptions emerged. The project leaders had different priorities and different ways of working. Agreements were unclear, and there was no systematic communication, both internal and to customers. More than once a technician had left during an installation without notifying the customer. This caused a lot of confusion and frustration.

The relevant processes were mapped out, and made available in a central knowledgebase. This exercise revealed many potential improvements that had remained isolated knowledge. The project leaders were gathered into a community and coached in process improvement, and communication was put at the center of the new way of working.

The client was experiencing post-Go-Live incidents and business impact due to ineffective information handover between project and operations teams. Consulting with the client's Project Management Office (PMO) and IT Operations teams, the information needs of all stakeholders were identified, prioritized, and compiled. The necessary templates were created, the project management process was adjusted, and information ownership was defined and implemented.

Within a large IT department in the financial sector, newcomers usually spent 2 months in classroom training, and juniors had uncertainty about their role. The CIO office wanted to improve this situation. I worked with the onboarding team to streamline the process, clarify responsibilities and information needs of all stakeholders, and ensured better alignment.

The client's business was growing rapidly, exponentially increasing the complexity of their processes and information management needs. This resulted in increasing difficulty in aligning business stakeholders, analysts, and developers - many of which were spread out across different countries. I consulted with the IT development teams to clarify the end-to-end delivery process, and develop a central knowledgebase (and related process adjustments) for the capture and sharing of best practices, templates, and standards. Implicit expectations and work agreements were made explicit, clarified, and aligned.

I helped a construction company enhance project efficiency and position their IT team as a valued business partner by addressing fragmented communication and process inefficiencies. A workshop with (construction) project managers revealed that cross-team collaboration relied a lot on ad- hoc communication, spread between e-mails and a variety of different systems. This led to unclear expectations between stakeholders, and time- consuming coordination. A streamlined project initiation process was designed, and automated workflows to send the right information to the right teams at the right time was set up.

Operating in the financial sector, the client's IT operations must comply a number of regulatory requirements. One part of this is risk management regarding the availability of critical knowledge and expertise. A team had been formed by the CIO office to compile the necessary data into actionable reports, but struggled to properly systematize. I consulted with the team to streamline their data collection, and improve their analysis capabilities.

The client was doing a company-wide ServiceNow implementation, wherein I acted as knowledge management implementation lead. This involved setting up the necessary structure, processes, and governance, and the training and adoption for 1200+ users, the coaching of 150+ knowledge owners, and the creation and maintenance of relevant documentation.