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 works with your main hub;
  • the legal set-up is done with your advisers;
  • capacity is calibrated;
  • targets for the next 12 months are agreed.
  After that, the centre does not need my steering.
• Optional: 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.