ORGANISATIONAL WORK
Beyond the teams I led.
Alongside my engineering role, I worked on how the wider company ran: much less manual checking and one maintenance model for internal systems, product roadmaps and documentation visible company-wide, and sales requests with clear ownership and no double work.
Managed Services operations: program leadership for a 150-person unit
May 2025 – February 2026 · Alongside my engineering manager role
Weekly checking effort on one integration project fell from about 24 hours to about 2, and internal systems gained a single maintenance model. I served as program manager for the internal operations of Eficode's Managed Services organization, a unit of nearly 150 people across four countries.
SCOPE
About 10% of the unit's capacity, roughly 15 of its 150 people drawn from five teams, was allocated to internal development and operational improvement. I defined project scope with stakeholders and resourced each initiative from those teams. The initiatives spanned engineering, operations and product management. I kept them aligned with business priorities and stepped in hands-on where needed to unblock delivery.
OUTCOMES
One maintenance model
became the framework for overseeing internal development going forward: a single central place for all technical assets, with alerts, responsible teams, escalation points, a service desk, documentation, and clear ownership and resource allocation.
OPERATING MODELS
I co-owned the design of a maintenance model for internal systems and its governance, covering hour-marking, Jira and Service Desk setup, and handovers of existing systems between teams. The outcome was governance structures, documentation standards and cross-team processes that reduced operational overhead and improved consistency.
24 h → 2 h
weekly checking effort for one integration project. I centralized the data in a single system, so people no longer had to check multiple places. My analysis showed about 24 hours a week of checking, and about 2 hours of quick checks afterwards, which also made future automation possible.
Product Management Office: defining and launching a product function where none existed
May 2025 – February 2026 · Alongside my engineering manager role
Product roadmaps and documentation became visible to the whole company. Eficode had no product organization, so I carried much of the work to define and launch a Product Management Office: its governance model, processes and documentation, and the tooling and dashboards behind that visibility.
THE SITUATION
No product organization existed, so the structure for running product management had to be defined from scratch.
WHAT I PUT IN PLACE
A governance model for how the Product Management Office operates.
Processes and documentation for product management and technical backlogs.
A company-wide Atlassian toolset: product discovery tooling, Jira for all roadmaps and Confluence for all documentation.
Integrations between the tools so that information flowed reliably. Some of the tools were not yet available, and I secured them.
Dashboards giving visibility over product management and technical backlogs.
OUTCOMES
Product roadmaps and documentation became visible across the whole company.
The integrations kept information flowing between the tools.
Sales processes in Managed Services: clear ownership of incoming requests
May 2023 – December 2023 · Alongside my engineering manager role
Duplicate work on incoming sales requests stopped, and ownership became visible. Beyond my engineering and program roles, I took on the sales processes and their support within Managed Services, and set up an operating model between sales and the unit's sales support.
THE SITUATION
Incoming sales requests had no single owner. Several people picked up the same request, and there was no visibility over who had taken what, which led to duplicated effort.
WHAT I PUT IN PLACE
Defined processes for how sales and the unit's sales support work together.
Workflow automation between the sales tools and Slack, giving transparency on who requested what and who took ownership.
A RACI matrix that assigns clear responsibility and accountability to each stakeholder.
OUTCOMES
Clearly defined processes, automated workflows and transparent ownership.
Significantly less time spent on communication back and forth between sales and sales support.
Duplicate work on incoming requests eliminated.
CONTACT
Let's talk about your engineering organisation.
Engineering leadership, delivery, or the operating model behind both: I'm happy to talk.