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Services for IT Companies

No IT company will ever be capable of sustainable delivery without their internal processes and services properly organized. I have 19 years of experience building, implementing and tuning processes, services and entire programs in IT companies ranging in size from 10 to 60000 people worldwide.

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

Any project consists of several steps:

1. Preparation
Meetings with the company’s top management where we discuss:

The current state of the company, the existing challenges
The company's pursued global goals
We draft a solution: what processes/programs/services are necessary to achieve the goals successfully

2. Audit
The next step is the company audit:

A deep dive into the necessary processes/services/programs
Staff Interviews. If necessary, from juniors to top managers
Collected data analysis
Customization of the initial solution with the audit results taken into account
Preparation of the final solution

3. Coordination
We will agree with the company top management upon:

Final solution
Necessary company resources
Deadlines
Budget

4. Solution Implementation
My objective is to implement the necessary processes, services and programs, tailored to your company. Generally speaking, it involves:

Building teams (if required)
Implementing a solution in collaboration with the company's teams
Documenting all processes
Creating necessary on-boarding modules, user guides, etc.
Training the personnel
Running one or more iterations of the solution
Collecting feedback
Tuning the solution as needed
Presenting the solution to the company's top management
Handover to the teams

It is noteworthy that I always keep all key stakeholders informed about the implementation progress, hold regular meetings with demos and answer all questions. If the implemented solution requires working with the ordinary employees, I also hold all the necessary meetings where together with the teams we tell them what we are implementing and why, what progress we are making, and answer any questions

Employees are the main asset of any IT-company, and it is essential for me that everyone knows what global goals the company pursues, and that they understand how this or that implemented solution will improve the life of each employee and make it easier for them.

Upon my leaving the project, your company gets a fully implemented and customized solution. And most importantly, your employees get the knowledge and experience they need to be successful in their daily work. And they continue to use the 100% of implemented solution successfully on their own. It is also easily scalable should the company grow in the future.

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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