Area I of III

Process & IT Governance

I improve business processes and help keep digital systems under control, so that IT tools and suppliers answer the real needs of the company.

The problem: Processes that have grown layer upon layer, ERP systems only half used, IT requests with no order of priority, suppliers that are hard to govern
The approach: I map how work is done today together with the people who do it, turn needs into clear requests for suppliers and set priorities, indicators and review points
The value: A counterpart who speaks both the language of the business and that of the systems, and who brings method without weighing work down
The possible outcome: Processes described and redesigned, a single list of IT requests ordered by priority, reports that decision-makers can actually read

PG.01

Process analysis and improvement

Understand how work is done today, where time is lost and what to change

When it is needed

When purchasing, supplier management, sales or internal flows run on habit rather than design, and inefficiencies and manual tasks are by now taken for granted.

What I do in practice

As-is analysis: how work is done today, step by step
Identification of operational pain points
Proposal of practical, sustainable solutions
Support during the improvement phase

What stays with the company

The process described as it is today and as it should work, with the issues identified and the actions proposed

Ask about PG.01

PG.02

Digitalisation and ERP systems

Make the system mirror the real work, not the other way round

When it is needed

When the company already has an ERP, reporting tools or other digital platforms, but uses them only in part, works around them with makeshift solutions or struggles to evolve them.

What I do in practice

Gathering of operational needs from the people who use the system
Support in configuring and evolving the systems
Translation of business needs into clear requests for IT suppliers
Reduction of the inefficiencies caused by partial or improper use of the tools

What stays with the company

Formalised needs and change requests that the supplier can estimate and deliver without ambiguity

Ask about PG.02

PG.03

IT demand management

Whoever asks knows where their request stands, whoever delivers knows what comes first

When it is needed

When requests to IT suppliers come from several directions, overlap and produce delays, dispersion and costs nobody had planned for.

What I do in practice

Collection and organisation of requests
Clear priorities among operational, improvement and project activities
Support in coordinating suppliers
Control of timing, progress and quality of service

What stays with the company

A single list of requests, classified and ordered by priority, with progress always readable

Ask about PG.03

PG.04

Data analysis and decision support

A few indicators, well chosen and read regularly

When it is needed

When operational data exists but is scattered, arrives late or nobody really uses it to decide.

What I do in practice

Definition of the main key performance indicators (KPIs)
Analysis of deviations from targets
Development of reports and dashboards that are easy to read
Support for operational and organisational decisions

What stays with the company

A small set of indicators and reports that decision-makers can read without intermediaries

Ask about PG.04

PG.05

IT service governance

More control over the IT services already running, less firefighting

When it is needed

When application services work, but the company is at their mercy: action is taken only after a problem has occurred and the dialogue between IT and business functions is laboured.

What I do in practice

Support in managing application services
Better communication between IT and business functions
Monitoring of service performance
Transition to a more structured, less reactive way of working

What stays with the company

Service performance kept under observation and an orderly dialogue between IT and the functions that depend on it

Ask about PG.05

The other areas

A problem often touches more than one

II · Cyber Security & RiskCyber Security & Risk

I help companies make cyber security part of the way they work and of their digitalisation projects, with attention to risk and to regulatory compliance.

III · AI AdvisoryAI Advisory

I help companies use artificial intelligence where it is really needed, with clear rules and without improvisation. I do not push any particular tool.

Not sure which service fits your case?

That is normal: problems rarely come divided by area. Describe the situation and I will start from there.

Describe your needs