Objective 1: Upskill senior leadership for more predictable delivery

Action 1. Standardize delivery processes

Before, projects at Linkup ST operated as "black boxes." Each manager ran them based on individual experience and personal client relationships. There was no standardized approach or end-to-end visibility into project health.

Denys introduced a unified governance model with standard project parameters and reporting checklists. Now, leadership has a clear view of project health across all engagements, delivery became systematic and manager-independent.

Action 2. Set dashboards for project health

Denys introduced a unified Delivery & Business Development dashboard to track CPI (Cost Performance Index), SPI (Schedule Performance Index), risks, revenue, GPM, CSAT, and NPS in one place. Working with the client’s team, he implemented a RAG (Red–Amber–Green) status system with standardized action plans for at-risk projects. Linkup ST now has visibility into project performance and can address issues proactively.

Action 3. Optimize roles in delivery and production

Denys changed the basic responsibility matrix for the Head of Delivery and Head of Production.

Before, Heads of Production were responsible for salaries, while delivery had limited control over staffing and financial outcomes. With Denys’s guidance, roles were redefined to strengthen accountability and financial control. Delivery took ownership of production management, staffing decisions, and salaries, making it responsible for project margins. Heads of Production shifted their focus to developing top engineering talent.

Action 4. Introduce scope ownership and forward planning at the team level

Previously, team leads focused on day-to-day execution, with limited responsibility for forward planning. As a result, projects lacked predictability, and delivery decisions were often made under pressure.

Denys emphasized that delivery teams must always have at least one month of work planned ahead, and made team leads responsible for ensuring this visibility. At the same time, responsibilities were clearly separated. Team leads were not made accountable for margins, as they do not manage salaries. Margin ownership remained with delivery leadership. This separation avoided conflicts and strengthened accountability where it mattered.

As a result, Linkup ST improved delivery predictability and established a clearer planning rhythm across projects. Seven months into the engagement, Linkup ST continues working with Wiseboard as a strategic advisory partner. 

Objective 2: Establish the AM function

Action 1. Integrate the Account Management role into the company’s operations

Zhanna worked with a newly appointed Account Manager promoted from within Linkup ST. This aligned with the CEO's core principle: to develop internal talent rather than bring in outside executives.

Zhanna and AM defined the Account Manager’s areas of responsibility and set the boundaries of interaction in cross-department collaboration. Zhanna shared a RACI matrix template to approve RACI for account management, taking into account Delivery Management, Leads, Sales, and Marketing.

Action 2. Develop a standardized format for storing client information

Zhanna provided a Customer Profile template that helped standardize how client information was captured and stored. Together with the AM, they pinpointed which client insights matter for long-term development and applied the Mendelow matrix for stakeholder management. The Customer Profile became the baseline artifact for handoffs from Sales to Delivery. Now, every transition contains client information.

Action 3. Set up a structure for account development plans

Zhanna suggested an approach to set quarterly goals based on client type, engagement format, and growth potential. Jointly with the Account Manager, they broke down these goals into operational tasks with trackable statuses for ongoing monitoring. AM now has a roadmap for each account.

Action 4. Build the AM dashboard in Confluence

Following Zhanna’s recommendations, Linkup ST implemented a dashboard to visualize AM goals, tasks, and priorities in one place. She helped restructure regular AM syncs into two parts: account development and delivery. She also aligned the task lifecycle in Jira to manage opportunities in a trackable way.

Now, Linkup ST has a fully operational AM function with structured processes for strategic account growth. The CEO is freed from operational AM tasks and focuses solely on high-level client strategy.

As the project continues, the focus shifts to operational and long-term improvements.