Marketig Automation Program 

Leading the design and implementation of Global Engagement Programs (GEPs) that are a series of digital assets organized by use case and exposed to targeted customers to stimulate and lead the Customer Journey. 

Through-out the customer journey there is a scoring methodology to track the customer intent and desire to trail, buy or use Cloud services. The project was a bridgehead for the digital transformation in significantly improving the customer experience and growing subscribers of Cloud Productivity. The GEP's are implemented under the umbrella of Global Demand Center and operational across 12 countries in Europe

Managed Services Portfolio

Leading the team to modernize and refresh the Managed Service offer-line. To support transformational efforts to deliver complex solutions 'as-a-service'. There was a need to revamp and expand the Managed Services portfolio.

The Managed Services are intended as a 'steppingstone' to prepare and enable clients for consumption-based services. As the company were progressively lifting and shifting software capability to cloud based technology, new Managed Services, all the way from Operational to Application and Business services, were developed and launched to ensure frictionless operation and enabling Customer Success. 

XaaS Business Transformation

Key contributor in developing strategic imperatives to accelerate the all-up business transformation towards 'everything-as-a-service'. The project was cross-organizational and included technology aspects in lifting and shifting software capability to cloud as well as organizational design and work principles to be applied to support new subscription-based business models. 

In addition to the technology and organizational matters a significant part of the project also included new go-to-market methods and messages to underline the focus on consumption-based solutions and customer success. 

Skills & Competancy planning 

Leading a to Lead a PAN European initiative to shape and modernize the Professional Services (Consulting & Support) organization. Developing and implementing a model to size consulting capacity and capability in relationship to future product/technology launches and demand in market.

The team developed the model for skills mapping and established a methodology to collect current demand and estimate future trends/demand. The model was piloted in UK, Switzerland Netherlands and Denmark and created the foundation for a WW roll-out of future policy and procedure for proactively mitigate future skills gap's.

Organizational Modeling 

Leading the organizational analysis and modeling for creating a new area adn organizational structure. The intend was to create tangible area sizes and maximize synergies between 'look-alike' countries. 

The project included an assessment of business scope, roles and responsibilities measured towards economy of scale and with this create a new balanced Area HQ/Country structure to reach for the optimal resource balancing and platform for growth. The project concluded a major re-org with new headcount cascades and reshaped reporting structures

Operational Excellence 

Leading the development and implementation of a common governance model for consulting and support contracts within Professional Services. The model included predictive guidance for risks assessment and mitigating processes. The implementation resulted in a centralized contract QA function in Ireland servicing 12 countries in Europe. I

n the late stage of this project the scope was extended to also design a process framework for joining all consulting/support resources in ONE central pool to do better resource balancing and economy of scale of consulting staff.