OPERATING MODEL
Beyond the teams I led.
Alongside my engineering role I improved how the wider company ran: about 1,000 hours a year of manual checking removed, one operating model for internal systems, a Product Management Office with roadmaps visible to the whole company, and clear ownership of sales requests.
Managed Services operations: program leadership for a 150-person unit
May 2025 – Feb 2026 · Alongside my engineering manager role
I was program manager for the internal operations of Managed Services, a unit of nearly 150 people across four countries. About 15 people from five teams worked on internal development and operational improvement, and I scoped and resourced every initiative with stakeholders.
WHAT I DID
The plan was to fund a new plugin. I showed we already had most of the data, and we delivered an outbound integration from the data platform in five weeks in total instead. Across the initiatives, I kept the work aligned with business priorities and stepped in hands-on where delivery was blocked.
OPERATING MODEL FOR INTERNAL SYSTEMS
I owned the design of one operating model for all internal systems, and its governance. Every technical asset got one central place, with alerts, a responsible team, escalation points, a service desk and documentation. It covered time tracking, Jira and Service Desk setup, and handovers of existing systems between teams. It became the framework for running internal development.
24 h → 2 h
weekly checking of data from different sources
~1,000 h
a year given back to the unit
1 operating model
for all internal systems
Product Management Office: defining and launching a product function where none existed
May 2025 – Feb 2026 · Alongside my engineering manager role
Eficode had no product organization. I carried much of the work to define and launch a Product Management Office, and product roadmaps and documentation became visible to the whole company.
GOVERNANCE
A governance model for how the Product Management Office operates, with processes and documentation for product management and technical backlogs.
0 → 1
product management office
All roadmaps
visible to the whole company
1 toolset
for discovery, roadmaps and documentation
TOOLING
A company-wide Atlassian toolset: product discovery tooling, Jira for all roadmaps and Confluence for all documentation, integrated so information flowed reliably. Some of the tools were not yet available, and I secured them. Dashboards gave visibility over product management and technical backlogs.
Sales processes in Managed Services: clear ownership of incoming requests
May 2023 – Dec 2023 · Alongside my engineering manager role
Incoming sales requests had no owner, so several people worked the same one. Beyond my engineering and program roles, I set up the operating model between sales and the unit's sales support.
WHAT I PUT IN PLACE
A RACI for sales and sales support, and automated workflows that showed who took what. Duplicate work stopped.
1 owner
for every incoming sales request
0
requests worked twice
CONTACT
Let's talk about your engineering organization.
Engineering leadership, delivery, or the operating model behind both: I'm happy to talk.