Three engagements. Three different stages. One consistent result.
Real operational problems. Solved from the inside.
Aviation Tech SaaS20→50 peopleOps & Culture0→1 Process Build
They had OKRs. They had a mission. Ask ten people what the goal was — and get ten different answers.
A fast-scaling aviation SaaS team was doubling headcount with no shared operating layer underneath. I joined in a sales role, rotated through every department, and left as Head of Operations — after building the process, prioritisation, and alignment system that let the company finally move as one.
Everyone was scaling. Nobody owned the space between teams. So I built a product for that.
A supply chain SaaS company was growing fast with no structured way to surface, prioritise, or act on cross-team operational problems. I designed and launched an internal operational excellence product — with a real backlog, a transparent ranking system, and feedback loops — that gave 80% of the organisation one trusted place to operate from.
Sales spent a year on research. Product was brought in last minute to build. Nobody agreed on anything.
A SaaS company was about to hire a full team to enter a new market segment — with no shared definition of the customer, the pain, or what success looked like. Three workshops later, the project was stopped. €1M stayed in the business.