From regional technology decisions to a governed global platform strategy.

30+ platforms. No unified strategy.

Customer Solutions spanned MarTech, Revenue Technology, Distribution, Technical Services and Customer Service, covering Quote-to-Cash, Customer Support and Complaint-to-Resolution. Regional autonomy had created fragmented experiences, obsolete or under-adopted platforms and increasing costs.

Only 20% of EDI orders were processed without manual intervention. With CEO and CIO sponsorship, my mandate was to create a global enterprise-platform strategy.

Investment decisions grounded in value.

I combined technical mapping, business analysis and financial assessment, then created the first unified Customer Solutions portfolio based on structured business cases. Initiatives were scored against value, importance, urgency, effort, investment, risk and stakeholder impact.

Together with the CIO, we aligned investment with enterprise priorities and removed initiatives that did not support the company strategy.

From local choices to shared capabilities.

Business, IT and Customer Research assessed current-state processes in the United States, Australia, France and Germany. These insights informed global core models across CRM, Customer MDM, Contact Center, e-commerce, Technical Service and EDI automation.

• Platform replacement and cloud upgrades
• Global contract renegotiation
• Process automation and partner rationalisation
• Eight internal team members supported by four external specialists

Making knowledge easier to act on.

We piloted AI-enabled knowledge solutions to help Technical Service teams navigate repair documentation and Customer Service agents find relevant information faster. An initial 20-agent pilot created the foundation for a broader population of approximately 120 agents.

“The transformation made customer platforms manageable as strategic enterprise capabilities—not isolated technology projects.”