Realigning People and Platform for Cloud Transformation
The Situation
Delivery leadership needed to transition client implementation teams from on-site installs to remote SaaS onboarding as the platform and pricing model shifted from on-premise to cloud.
The organisation was modernising its regulated payment solution, (cheques, BACS, FasterPayments), and move from professional services led install model to a SaaS subscription offering. Engineers structured for site based delivery held critical knowledge but needed to adopt new ways of working to meet onboard demands at scale.
The Task
I was asked to lead the workforce realignment to support the platform and pricing transformation. This included evolving the delivery model, mapping future state roles, and retaining critical legacy knowledge during the transition to SaaS and phasing out on premise solutions.
The Action / Approach
To meet the demands of SaaS delivery, I restructured how client implementation was approached:
- Introduced role clarity and transition pathways for engineers moving from on-site to remote SaaS onboarding
- Defined and implemented delivery frameworks aligned with recuring onboarding, not bespoke project installs
- Improved forecasting and capacity planning across teams to match commercial sales volume
- Created a knowledge retention and transfer plan to prevent loss of domain expertise during the transition
- Built stakeholder engagement rhythms to align sales, delivery and platform teams around a unified onboarding model
- Ensured the new model could scale while maintaining service quality and compliance
The Result
- Increased delivery confidence from leadership and alignment across delivery, sales and platform teams
- Faster onboarding cycles with clearer role ownership and remote coordination
- Reduced over budget project risks by the SaaS module forecasting and planning controls
- Maintained continuity and service quality through structured knowledge transfer
- Increased predictability of implementation timelines, improving client satisfaction
- Enabled growth of the SaaS product without relying on expanding profession services delivery headcount
- 90% retained of technical workforce during transition
Focus In On: Responsible for Project and Programme Delivery
New Areas of Value:
Increased credibility with and confidence from across the business
Higher delivery efficiency and effectiveness from clarity around process performance
Greater financial control and predictability in delivery
Improved project estimation and delivery capability (right first time)
Improved customer and colleague service and satisfaction
Ability to clearly demonstrate value to the business
Better support of business directives
Improvements around:
Disruption from business restructure or reprioritisations
Poor project/portfolio pipeline planning and estimation process
Lack of subject matter expertise and experience
Lack of clarity or understanding on operational readiness requirements
