Grow past what works today

For a company that has grown past informal coordination: delivery has no single owner, there is no PMO, the PM layer is weak.

• What you get: who owns what, how problems surface early, which numbers the founder sees each week. Built, tested, handed over.
• Result: early warning on problems, clear ownership, less manual coordination.
• How: I design the governance after a diagnostic, then roll it out with your team.
• Duration: a fixed project, usually about a month to design and about a month to roll out.

For a company with centres in other countries that wants a new location, for example Bulgaria, and has nobody of its own on the ground.

• What you get: a new location with a model, a market view, first hires and first real work with your main hub.
• What I do: I lead the launch, the hiring process and onboarding together with your team and recruitment partners. I am based in Sofia, so for Bulgaria I work on the ground. If you want to know why Bulgaria may make sense for your company, ask me directly.
• Duration: about 2 days a week at the start, on a 90-day plan: foundation, first people, a core team doing real work. The pace depends on hiring and on decisions on your side. This can grow into leading the centre.
• Done when: local leadership is in place and accountable, a core operations team (administration, recruiting where needed) works with your main hub, the legal set-up is done with your advisers, capacity is calibrated, and targets for the next 12 months are agreed. After that the centre does not need my steering. If you want continued support, we agree an Advisory Retainer: a monthly cap on my hours and an agreed list of questions I handle.
• Limits: legal, payroll and accounting stay with your advisers. Not a recruitment agency, no bench.

• PMOs and delivery controls set up in several companies and in my own consulting practice.
• Started a Ukrainian unit for a UK company; ran two units for a Dutch company; led a SoftServe location in Sofia.

A 30-minute intro call.