After reorganisation
The structure changed, but decisions, dependencies and informal ownership still follow the old routes.
When to bring me in
When the model is signed off, but reality has not agreed.
I am not for a calm, well-running structure. I am for the moment when leadership can feel the cost, teams can name it, and the numbers still do not show enough of it.
After process transfer
Work moved to another country, team or provider, but readiness, handoffs and accountability did not move cleanly with it.
After system change
The tool is live, but data ownership, behaviours and operating rhythm are still creating friction.
Under delivery pressure
Everyone is busy, escalations keep coming back, and another status meeting will not solve the pattern.
When metrics stopped telling the truth
Dashboards look green while rework, delay, exception handling and capacity loss sit outside the numbers.
When ownership is unclear
People know what needs to change, but they do not have the mandate, conditions or decision rhythm to make it hold.
How I work
I do not take ownership away from teams. I set direction, make the real operating model visible and give the people closest to the work the mandate to fix what actually breaks.
Diagnose before changing
I read the work through decisions, handoffs, rework, escalations, capacity signals and the gap between dashboards and reality.
Turn friction into decisions
The point is not a beautiful report. The point is to know what to simplify, redesign, stop or measure differently.
Build with the people closest to work
Specialists hold the practical knowledge. My role is to create the structure, decision access and leadership cover that let their solutions hold under pressure.
Commercial value
You are not paying for another pair of hands. You are paying to see what the operating model is costing you.
My work is useful when the cost is already inside the organisation: duplicated work, slow handoffs, avoidable escalations, wrong metrics, lost capacity, damaged client or vendor confidence. I make that cost visible enough for leadership to decide, and practical enough for teams to fix.
Cost of rework
Where work is repeated, corrected, escalated or chased because ownership, data or decision points are unclear.
Capacity already lost
Which meetings, exceptions, approvals and workarounds consume people without moving the service forward.
Risk before it reaches the client
Where SLA exposure, compliance constraints, vendor changes or customer readiness can turn into service failure.
Proof of scale
Twenty years inside operations that had to work under pressure.
20
years in operations across the UK, Poland and EMEA environments.
50-60+
FTE regional teams led across service delivery, order lifecycle and master data.
+10 pts
Market-Driven Metrics improvement in three months at London Stock Exchange Group by changing what the operation measured and removing low-value work.
EMEA
SSC / GBS / BPO, vendor and customer operations, cross-country transitions.
London Stock Exchange Group
Order management and master data across EMEA. KPI redesign with the Metrics Office, Perfect Order Processing definition and design thinking workshops with heads and directors.
Arrow Electronics
UK to Poland and Poland to Africa transitions, Salesforce order lifecycle governance, vendor/customer change, COVID demand surge, Brexit and sanctions readiness.
Operational reality
Quarter-close outage, capacity gaps, vendor SLA exposure, multiyear deals, compliance constraints and client-facing consequences when the system does not hold.
Availability
Gdansk-based. Remote EU / EMEA. Onsite when the mandate justifies it.
Tri-City hybrid is straightforward. Defined onsite presence in major Polish cities or EMEA can work when the scope, decision access and commercial terms make sense.