Case studies

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This case is broken into two parts a case about a company that I recently began co-operation with and a company that I have been co-operating with for several years already. Perhaps the clue lies in that sentence?  In both cases I am the client.


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The client is an international organisation with the main hub in Russia.  IT engineers, programmers and IT architects support different client projects on installation of back office software.  The nominated project team supports the client through a full project plan, regular updates on the progress, close working relations with the local IT team and on site training as and when it is required during the project life.  A typical project lasts from 2-3 years depending on the size and location of the client’s business.

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Mr L works for a large international organisation based in central London.  His position within the company reports into director level and he frequently has direct access to the President of the company.  The responsibility within his job role is huge financially as it is at his discretion to stop contracts going ahead if risk appears too great, the project will not achieve required profitability or parameters are unclear for some reason.  His position is highly pressurized.  In many situations he is torn between the “devil and the deep blue sea” between interested parties and the decisions that have to be made.

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The client, a large multinational FMCG business, offers 24-hour IT support through a service portal that is accessible to its employees. The support service addresses all IT issues that occur during the working day via three hubs located across three time zones. The staff deals with a range of hardware and software technical issues as well as system specific questions relating to SAP, the company’s chosen ERP system. I was contracted to the main hub where there are approximately 40 support staff and 10 managers all reporting to its director.