Objective 1: Shift delivery ownership from the CEO to the team

Action #1. Redefine leadership roles and org structure

Denys worked with the company's CEO to map out how delivery, staffing, presale, and account management interact. This helped define where new roles were needed and how each function should work together.

First, they redefined the Head of Delivery role, clarifying its responsibilities, authority, and reporting lines. Then, they identified a key gap: the business lacked a Head of PMO. 

At the company’s size, both roles were essential.

Once the structure was clear, the CEO realized the current Head of Delivery didn’t meet the new expectations. That triggered a broader leadership change.

Action #2. Introduce a KPI matrix across the company

Then, Denys walked the company through building a KPI matrix so each team knows what to measure and who owns each metric. Every role now has clear KPIs and a simple dashboard to track results.

For example, the Head of Delivery is now measured by revenue per project, CSAT/NPS scores, gross profit margin, and team satisfaction – things the company wasn’t tracking before.

Denys also taught the team how to actually work with NPS: how to send it, when to follow up, and how to read the data, not just send the survey to check the box. 

Action #3. Promote PM to PMO and hire Head of Delivery

With the new org structure in place, Wiseboard supported the company in adjusting the team. A project manager was promoted internally to lead the new PMO. Denys coached her directly, outlining what she needed to improve and providing materials to support her growth.

With Wiseboard’s support, the company also hired a new Head of Delivery who matched the updated role requirements.

Denys interviewed both candidates, validated their fit, and supported onboarding with job descriptions, templates, and process documents.

Objective 2: Build a delivery system that works at scale

Action #1. Standardize project types and delivery approaches

The company was managing all projects the same way, regardless of size or complexity. Denys helped categorize account types and introduced a project management framework tailored to each one. Now, every project type follows clear expectations, documentation, and processes. The team can plan and forecast better.

Action #2. Redesign the SDLC and align it with pre-sale

The company’s delivery process didn’t match what was promised during pre-sale. Denys helped rebuild their software development lifecycle to close that gap. Together, they mapped out each stage, from sales handoff to delivery, and defined how it should work. That included rethinking how Discovery is run, what project documentation should look like, and how knowledge gets transferred from proposals into real execution. The team documented it all in a visual framework in Figma.

Action #3. Update the offering and sales presentations

To match the new delivery standards, Denys helped the company revise how they present their services during pre-sale. They aligned the offering with the redesigned SDLC, added clarity around Discovery, and adjusted proposal formats to better match project types.

The result: sales materials that set accurate expectations and reduce the risk of delivery misalignment.