How I help / Lead it
Process design. Who does what, when, and why.
I design and improve the operational processes behind a business: account allocation and movements, request and ticketing routes, approvals and handoffs. Lean thinking helps me find the waiting, rework and double handling, so work keeps moving without someone chasing it.
Experience: account movements, ticketing routes and deal review coordination at Vodafone Business; lean in logistics
Process design, at a glance.
What it is
Designing how work moves: the steps, owners, rules and handoffs behind allocations, requests and approvals.
Why it matters
Unclear processes create waiting, rework and awkward emails. Clear ones let people get on with the job.
Lean thinking
Remove waste such as waiting, rework and double handling, one small, tested improvement at a time, with the people doing the work.
Built to last
Follow a real case, agree the rules and owners, then document and hand over, so the process survives new joiners and reorganisations.
Where processes quietly break.
Most processes work for the normal case. The trouble is the exception: an account that moves mid-quarter, a request that fits no category, an approval waiting for someone on holiday.
Good process design makes those cases explicit. Each step has an owner, a rule and a clear route for when something does not fit.
Account allocation and movements
Define ownership, transfer rules, effective dates and the knock-on effects on reporting, targets and commission.
Request and ticketing routes
Give people one place to ask, with the right information collected up front and a visible status.
Approvals and handoffs
Clarify who approves what, in which order, and what happens when an approver is unavailable.
How I improve a process.
Follow a real example
Trace one case from start to finish. Note each system, decision, wait and workaround along the way.
Agree rules and owners
Write down who does each step, what triggers it and what counts as done.
Design for exceptions
Decide what happens when information is missing, a rule does not fit or someone is unavailable.
Support the change
Tools, documentation and training where they help, then follow-up to refine what real use reveals.
Lean, without the jargon.
Lean is a practical way to improve work: look at a process from the customer’s point of view and remove anything that takes time or effort without adding value. Waiting, double handling, searching for information and fixing avoidable mistakes are the usual suspects.
It works best in small steps, with the people who do the job: go and see the work, change one thing, check the result and keep what helps. My experience in logistics includes warehouse management and lean, and I bring the same habits to office processes.
Process work at Vodafone Business and Oosto.
At Vodafone Business, I developed recurring, rule-based account allocation and transfer processes between Vodafone Business, selected operating companies and internal business units. I also built a Sales Operations Support ticketing route so colleagues could raise requests, and coordinated the review and approval process for complex global enterprise deals.
At Oosto, now part of Metropolis, my sales and marketing operations work included customer segmentation, target-account selection and territory assignment.
A sensible first step.
One process with a clear boundary is a good fit for focused discovery: up to four of my working days, ending with a problem statement and solution plan.
If the process crosses several teams, systems or countries, start with a complex systems assessment instead. Current prices are under Engagements & pricing.
Focused discovery and assessmentsA useful next step
Which process needs untangling?
Describe one real example of the work getting stuck. The first 30-minute conversation is free.
You’ll speak directly with me about the problem, the fit and a sensible next step.
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hello@richardzoltantoth.com
Online meetings worldwide.
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