As the business grew, the delivery process had become increasingly difficult to manage across departments. Work moved across pre-sales to sales to legal to finance to delivery to post-delivery, but the handoffs between teams were often inconsistent, informal, or unclear.
 

This created a familiar professional services challenge: teams were working hard, but the operating model was not supporting them effectively. Deals were being over-quoted, delivery expectations were not always clearly defined, and downstream teams were left to interpret scope, commercials, risks, and client commitments after the fact.

​

I led a cross-functional process improvement initiative to redesign the way work moved through the business from opportunity to delivery and beyond. The goal was to create a clearer, faster, and more commercially controlled delivery engine.
 

The transformation involved almost every major department. I worked across pre-sales, sales, legal, delivery, finance, and post-delivery teams to identify where delays, rework, misalignment, and financial risk were entering the process.

 

A core focus was improving the handoff between commercial teams and delivery teams. I helped formalise a structured handoff process that made scope, assumptions, responsibilities, dependencies, pricing, and delivery expectations clearer before work moved into execution. This reduced ambiguity and created a stronger operating foundation for professional services delivery, where client needs can often evolve and scope can be difficult to define upfront.
 

I also improved commercial governance by addressing over-quoting and under-delivery patterns. By tightening the connection between what was sold, what was contractually agreed, what was operationally feasible, and what was ultimately delivered, the business gained better control over expectations, delivery quality, and margin risk.

In parallel, I improved cash flow and reduced financial exposure by changing the payment terms schedule. This created a healthier commercial structure, reduced risk to the business, and better aligned client payment milestones with delivery activity.

​

The result was a more coordinated, accountable, and commercially disciplined delivery process. Work moved through the business with fewer bottlenecks, clearer ownership, and stronger alignment between sales promises, legal commitments, delivery execution, and financial outcomes.

​

The initiative improved business delivery speed by 25%, while also strengthening financial control, reducing delivery risk, and creating a more scalable operating rhythm across the organisation.

​

This project demonstrates my ability to work across complex business systems, align multiple departments, diagnose operational friction, and turn fragmented processes into clear, repeatable, commercially sound ways of working.