At a Tier 1 Telecoms company as a solution designer I was assigned to a project (that had already started) to introduce a new business intelligence and data-warehouse platform for statistical data analysis and reporting, where the solution had already been chosen
Deliver multi-team and discipline analysis & requirements in a hostile and disorganised environment
CTO needed to complete their over-running Datawarehouse programme & deliver related technological projects (system replacement, BI reports etc) to their senior users in order to reduce inefficiencies and innovate past the competition.
Transitioning to a New Way of Working: The Challenges Faced by a Global Bank
As an executive director, David Kolb was confronted with the challenges faced by a global bank transitioning to a new way of working. The bank struggled with slow technology function, lack of team collaboration, and declining customer satisfaction. The task at hand was to lead the DevOps and Agile transformation in the bank’s global technology...
A Leading Indian Bank Tackles and Conquers a Technological Hurdle on the Road to $1 Billion in Profits
David, an exceptional executive director, took charge of a leading local bank in India, determined to achieve a remarkable $1 billion in profits. However, the bank faced significant technological obstacles that hindered growth and tarnished its reputation. Service stability issues plagued the trading floor, retail branches, and ATM network. Furthermore, the bank lacked essential IT...
How A Global Bank Transformed Their Technology And Operations To Improve Operational Efficiency
As a global bank aiming to enhance operational efficiency and customer experience, they recognised the need for transformation. In this endeavour, they sought a leader who could inspire, motivate, and guide our teams, set a clear vision, and foster a positive work environment. David Kolb, an executive director with a strategic mindset, was handpicked to...
Planning for Success: Synchronize Business Strategy with Management Mindset
The client, an independent manufacturing division of a larger consumer goods company was struggling with decreasing volumes from their main client. Because of this, the owner was given more freedom to look for alternative ways to generate more revenue. There was a prevailing mindset that the main client and owner called the shots and there...
Rapid strategy agreement for company facing a “burning platform” and decision paralysis
The CEO understood that a strategic pivot was needed but was struggling to decide on the new strategy. The charity group consisted of one profit-making company, one loss-making company and charitable spend being managed tactically rather than strategically. The CEO recognised that the environment was that of a burning platform with exisiting revenue streams under...
Accelerating Innovation through Digital Strategy
The VP of Research and Development for a major Energy Company needed to increase the rate of product innovation while modernising and rationalising his R&D facilities. It had been some years since a true breakthrough innovation had been produced, and with an aging lab environment and critical data ‘stranded’ in standalone lab equipment, the R&D...
IMPLEMENT THE OPTIMUM INNOVATION / TECHNOLOGY SOLUTIONS
Global manufacturing organisation with 45,000 employees across 100+ countries and roughly €9B in revenue is changing their revenue model from being a product company to a services company. In order to transform their revenue model, it was important for their IT Services to adapt to the changing business needs.
Architecting the colleague experience
A global knowledge-based services organisation has grown through a series of major acquisitions. As a people-based organisation it wants to accelerate integration of acquisitions and rapidly offer new propositions.
