Services
Organisation, operations and delivery to make strategy happen.
I support companies and agencies in managing projects, processes and cross-functional collaboration. With vision, pragmatism and hands-on knowledge spanning business, technology and creativity.
01 · Demand & PMO
Setting priorities and governing the portfolio.
I help organisations set up the Demand & PMO function: from collecting requests to overseeing initiatives, all the way to the moments where decisions are really made.
When it helps
Every function has its own urgency
Priority and urgency are set by local needs. What’s missing is a discussion of company goals, resources and dependencies.
The business steps in and out of the project
Needs, requirements and validation involve different roles, but no one has defined each one’s contribution along the way.
The portfolio is unreadable
Status, effort and risks are described in different ways: comparing and deciding becomes an act of faith.
What we work on
- Demand process: incoming information, request ownership, preliminary analysis and evaluation criteria.
- Priority governance: impact, urgency, effort, dependencies and capacity; who decides, and where.
- Demand → Delivery path: from request to solution, with requirements, business validation and release.
- PMO oversight: portfolio view, monitoring, variance management, information for governance bodies.
What stays with the organisation
- Request intake and evaluation process
- Prioritisation criteria and responsibilities
- Governance model and Demand → Delivery path
- Dashboards and portfolio reading tools
02 · Operating model
Rethinking organisation and operating processes.
I work on how work flows across functions, responsibilities and decisions. The goal is simple to state (less so to achieve): coordinating better to reach your goals.
When it helps
Hand-offs between teams are no-man’s land
Each task has an owner, but there are no agreements on deliverables, information and approvals between one team and the next.
Decisions are constantly renegotiated
Changes of direction aren’t communicated, nor assessed against work already planned.
Knowledge lives in a few heads
Procedures and information depend on someone’s memory: long onboarding and continuity at risk.
What we work on
- Process analysis: mapping flows and pain points, distinguishing activities, hand-offs and decisions.
- Roles and responsibilities: ownership, decision rights and escalation paths.
- Operating model: collaboration processes, required information, coordination moments.
- Adoption path: piloting, adjustments, documentation and support for internal ownership.
What stays with the organisation
- Map of processes and pain points
- Roles, responsibilities and cross-functional agreements
- Coordination and review routines
- Adoption and handover roadmap
03 · Creative Operations
Better management of agency work.
Digital and creative agencies have been my home for over twenty years. I know the delicate balance between quality, client needs, planning and numbers that have to add up.
When it helps
The brief is discovered along the way
Goals, constraints and approval criteria emerge during production, amid revisions and changes of direction.
Workload is a mystery
Informal tasks, coordination and rework eat up capacity without ever showing up in estimates.
The agency has grown, the workflows haven’t
Client service, creative, PM and production need more explicit agreements to work together.
What we work on
- Briefs and change management: problem, goals, audience, outputs and success criteria; and what happens when they change.
- Workflows and planning: hand-offs between departments, assignments, dependencies and workload visibility.
- Project control: progress, risks, variances and estimate to complete, keeping time, scope, quality and costs together.
- Skills and collaboration: workshops and training to share methods, tools and operational responsibilities.
What stays with the organisation
- Briefs, review and approval criteria
- Workflows and responsibilities across departments
- Tools for workload, progress and control
- Training paths and practical exercises
All my skills
The detail of what I can do.
The three areas rest on skills built over 25+ years across tech, projects, marketing and creativity. Here they are, one by one.
01
Project & Program Management
Project management in marketing and communication, business and tech. Hands-on support or coaching to set up and optimise every aspect: on time, on budget, on quality.
02
Creative Operations
Managing creativity takes attention and specific skills. Over the years I have gathered a wealth of best practices to maximise results, bring teams together and increase the satisfaction of everyone involved.
03
Marketing Strategy & Customer Journey
Marketing strategy today means starting from customers’ needs, to offer the right content or service at every stage of their relationship with the brand: from awareness to loyalty.
04
Traditional & Digital Marketing
Some call it omnichannel, I prefer seamless. The divide between “traditional” and “digital” marketing has lost its meaning: users expect continuity and consistency. Finding a balance and a shared language isn’t always easy.
05
Design Thinking & Co-Design
Strategy, organisation, ideation and development of new products or services: Design Thinking applies to any kind of problem or search for innovative solutions. A way to make important decisions consciously, together, while reducing risk.
06
Management Control
Every agency has administrative and financial management, but is waiting for year- or quarter-end really enough to keep the numbers under control? Management control lets you monitor, simulate and build forecast scenarios, to anticipate issues and corrective actions.
07
Open Innovation
“If you want something done right, do it yourself” no longer holds. To create more value and compete better, it has become essential to cross the boundaries of your own company: outbound and inbound.
08
Digital Product Management
From ideation to prototyping; from design to implementation; from value proposition to communication strategy; from business plan to go-to-market.
09
Presentation Storytelling
Finding the right idea or answer to a brief is essential, but knowing how to tell it and bring out its value is what makes the difference.
10
Why/How/What and Value Proposition
Why/How/What is a simple but effective model to communicate vision, mission and added value. Combined with a clear value proposition it gives you a consistent strategy, sets you apart from competitors and builds trust with your audience.
11
Brainstorming and Creativity Management
Turning ideas into concrete, sustainable opportunities, unlocking the team’s creative potential with tools and methods suited to the context. The challenge? Engaging and motivating people, building trust, helping the team evaluate results — guiding without filters or judgement.
Who I work with
When I take on a project, I live it to the core.
i.
Creative and digital agencies
Workflows and management, new creative and collaborative approaches, mentoring and tutoring for PMs and teams.
ii.
Growing or transforming companies
Priority governance, operating model, collaboration between business, IT and marketing. As a consultant or as a temporary/fractional manager.
iii.
Startups and scale-ups
From tech to marketing strategy, as an advisor or supporting operations and organisation. With all the flexibility it takes.
Shall we work on the next project together?
If you have a project to propose, a question, or if I can help in any way, write to me.