Rewriting the Delivery Operating Model Around RACI & SLAs

A global in-house delivery centre with a 40+ member cross-functional team (design, development, content) working across Sweden and India.

Standard operating procedures were written in complex language and ownership was unclear: who decides, who does the work, who needs to know. Several older processes, including how vendors were selected, needed a fresh look.

When ownership lives in people's heads, every new joiner and every hand-off depends on finding the right person to ask.

I led the rewrite with the General Manager as part of a wider change effort, and built the onboarding, vendor and reporting pieces around it.

I started with ownership, because it wasn't clearly defined and people were doing the same work in different ways. The objective was one consistent experience across the studio, for clients and for the team.

Rewrote the SOPs in plain language; made ownership explicit with a RACI matrix; set service expectations with SLA guidelines.

Built a vendor selection and onboarding action plan; a PM onboarding walkthrough for every new joiner; Gantt-based timelines and monthly retainer reporting; structured retrospectives on high-stakes projects.

Worked with the General Manager as part of a wider change effort to re-examine and update older processes. Sat down with each service team manager to understand their workflow, then agreed the objective and goals together. Worked through resistance by keeping everyone aligned to one shared goal.