For IT Specialists, Managers, and Top Managers

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In my 19 years of successful IT career, I have worked my way up from Junior Specialist to the head of Global Operations of the two largest competencies with more than 60 thousand employees worldwide. I am familiar with all aspects of career development - both failures and successes, so I know and understand all your challenges. My years of experience include mentoring both individuals and departments, developing educational programs and managing cross-functional teams at all levels - from Junior Specialists to C-level.

What Do My Clients Face?

Building a Location/Company Development Strategy:

Opening an office in an existing location or localizing in a new market: hiring and starting a team of top managers, establishing processes, onboarding employees, and fully integrating the office into the company's global operations
Alignment of expertise and processes between offices, as they have different (unpredictable) delivery quality
Dilution of corporate culture in a growing company: newly hired employees fail to follow established company standards and processes

M&A Integration:

Full integration of an acquired company: employees, processes, and corporate culture alignment
Sabotage and mass resignations in the acquired company after the acquisition
Resistance from the acquired company: employees wish to continue operating under their existing brand and avoid changes

Building Internal Processes and Services:

Establishing essential processes and services to stabilize the business and ensure controlled growth. Rapid expansion led to chaos: huge bench, clients lost, unpredictable project delivery, and financial losses in the millions of dollars annually
Tuning existing processes and services: as the company grows by X% in headcount/revenue year-over-year, expenses grow disproportionately

Company Competencies:

Clients do not renew contracts after project completion
Expertise is not accumulated within the company
Building and scaling a new competency from scratch
Launching a program/portfolio of projects across multiple locations, and ensuring high-quality delivery

People Management:

Slow hiring: high rejection rates, candidates dropping out before the offer stage, poor quality of newly hired employees (professional knowledge and experience)
High employee turnover
Inconsistent professional quality of current staff. For example, some senior employees truly meet the company’s senior standards, while others are effectively junior or mid-level specialists
Employees constantly increases their salaries by offers from external companies; company permanently loses a lot of talent
Competitor layoffs. The company started massive senior specialists hire process. As the result almost all of the candidates from the market chose other companies
Talent accept offers from the competitors, rather than your company

Outsourcing and Establishing an In-House IT Department:

IT project outsourcing: selecting service providers, staffing, collaborating, and ensuring successful project delivery
Building an in-house IT department (or IT company) when the company originally operates in a manufacturing or non-IT business

Introduction and clarification of your case details - free of charge
Your case study - €1000
Mentoring - conditions and price on request

*For companies with less than 300 people, only individual consulting/mentoring for top management is available. Conditions are negotiable in individual cases.

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dima-i consulting

Located in Belgrade, Serbia
I work with clients all over the world

Programs, services, and processes for IT companies: development and implementation. Consulting for IT specialists, managers, and top managers

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Case Studies

Services for 2000 Employees
Relocation 800+ People to Serbia
Processes for 1000 Employees
Competency from Scratch