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Consulting
Implementation and improvement projects, run with your people so the capability stays behind when I leave.
Implementation projects
Putting something in that was not there before
Greenfield processes, a new management system, a first real service desk, or a tool that has been bought but never landed.
ITSM process and tooling
Incident, request, problem, change, release and configuration designed together rather than one at a time. Service catalogue, CMDB scope and design, and the tool configuration that supports the process instead of dictating it.
ISO 20000, 27001, 42001, 22301
Scope, gap assessment, documentation set, control implementation, internal audit and management review — through to a certification audit you are not nervous about.
IT and AI governance with COBIT 2019
Design factors worked through with your leadership, a governance system that fits the enterprise you are, and reporting a board committee can act on.
Stand-up and turnaround
Shift and skill model, call routing, knowledge base, escalation matrix and the measures that stop a desk from optimising for the wrong number.
Tool and vendor evaluation
Requirements you can defend, a scoring model that is not written around a preferred vendor, proof-of-concept design, and help reading what the demo did not show.
IT organisation design
Roles, accountabilities, shared services, and what to keep in-house — for growth, post-merger integration, or a shift to a multi-supplier estate.
Improvement projects
Fixing something that exists but is not working
Usually the harder brief. The process is documented, the tool is live, the certificate is on the wall — and the outcome is still poor.
SLA and OLA rebuild
When the reports are green and the customer is angry, the agreement is measuring the wrong thing. Rewriting service level agreements around what the business actually needs — and the internal operational agreements that make them deliverable — is work I have done at national telecom scale.
Repeat incidents and change failure
Problem management that finds causes instead of owners; a change process with enough friction to be safe and little enough to be used. Measured on failed changes and repeat incidents, not on meeting attendance.
Lean Six Sigma improvement
A defined project with a baseline, a measurement system you trust, and a control plan so the gain survives the next reorganisation. Run with your people so they can do the next one alone.
Cost and effort reduction
Automation and self-service where the volume justifies it, shift-left to the desk where the knowledge allows it, and an honest look at the contracts nobody has reopened in three years.
Audit remediation
Non-conformities and observations closed properly — root cause, corrective action, evidence — rather than papered over before the next surveillance visit.
Change and adoption
The part most programmes underfund. Communication, role-based training, floor-walking and a first month of active support — the difference between a launch and an adoption.
Engagement terms
Plain terms, no long tail
Fixed-scope diagnostic
Two to three weeks, a fixed fee, and a findings report you own. If the right next step is doing nothing, I will say so.
Project or retainer
Milestone-based for implementation work; a fixed number of days a month where you need a steady hand rather than a programme.
Knowledge transfer built in
Every engagement names the person on your side who will own the thing afterwards. If nobody can be named, that is the first finding.
Describe the problem, not the solution.
The most useful first message is the one that says what is going wrong and who is complaining. We can work backwards from there.