Not theory. Things that were actually built.
A selection of engagements: the challenge, the approach, the outcome. The first two stem from my executive career: the operating experience that became ResSer. The third is ResSer at work. Short on purpose: the detail is a conversation, not a webpage.
Scaling a global delivery footprint: built for resilience, not just cost
Challenge
Local entities had grown into servicing units, but the bank needed global scale across time zones, with a talent pool no single location could supply, and without creating new concentration risk.
Approach
Three global GBS hubs were designed across Europe and Asia as an extension of the local workforce, with strategic sourcing partners as a flexible and scalable layer in volume and skills.
Outcome
A workforce of multiple thousands scaled internationally for software development and business functions such as KYC and service desk: a complementary, resilient setup rather than a single point of failure.
The distinctive choice: hubs designed as one workforce with the head office, not as a separate low-cost annex.
Reintroducing strategic workforce planning, forward-looking and AI-infused
Challenge
After consolidating sourcing activities into a strategic sourcing function, the bank lacked a forward-looking view of its total workforce: ambitions, risk appetite and organisation strategy were disconnected from workforce reality.
Approach
(Re)introduced strategic workforce planning: a holistic view of total workforce capabilities and landscape, an AI-infused forward-looking approach, and a roadmap for the future partner landscape.
Outcome
Strategy aligned with clear action paths: sourcing percentage, AI infusion and location spread became explicit, steerable decisions instead of outcomes that just happened.
What made it stick: scenarios honest enough to include shrink, which is why the plan survived contact with reality.
One steering-committee session that changed the direction of a GBS redesign
Challenge
A planned GBS redesign was built entirely on classical growth scenarios: no disruption scenarios and no strategy for leveraging generative or agentic AI.
Approach
Brought the resilience lens into the steering committee: what the growth-only plan would look like under disruption, and how strategic sourcing can dampen scalability risk.
Outcome
The project was halted and a new direction is being shaped, with scenario building, anticipation and preparation on the table before the redesign, not after it.
The difference: no report, no programme. One well-timed question in the right room, asked by someone who has sat on that side of the table.
Does your challenge look like one of these?
Thirty minutes to compare notes: what worked, what didn't and whether the approach fits your context.