The challenge is complex.
The contribution should be clear.
A library of documented engagements and distinct workstreams from Jeroen van Koesveld’s career. Each explains the challenge, contribution and documented result.
40 case studies · Experience before and through Stormholt. Selected career engagements and distinct workstreams, presented by industry.
40 cases
Postal & logistics servicesHR transformation from 120 sites to eight centres
the postal and logistics business needed to transform a dispersed HR operation while improving the employee journey from onboarding through employment to offboarding. The assignment brought together service redesign, operational implementation and the consolidation of a substantial site footprint. The central task was to create one end-to-end employee-service process and carry the change through to completion.
Read the case ↗Enterprise softwareA shared operating model for cloud migration
Cloud migration crossed multiple functions, but technical discovery, inconsistent handoffs and fragmented ownership made delivery difficult to manage as one process. Customer readiness and functional coordination needed to become part of the same operating model. The assignment focused on understanding the complete account journey and agreeing how work should move between teams.
Read the case ↗Enterprise softwareStandardising an Early Access process
Early Access depended on coordination across product, release, legal, entitlement and support teams. Different working practices complicated ownership and repeatable execution. The assignment addressed the complete process, from defining its trigger and scope to making actions, completion standards and future changes easier to govern across functional boundaries.
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Enterprise softwareSales standard work with digital and AI support
The sales workstream formed part of a cross-functional programme covering Product and Engineering, Sales, Licensing and Customer Experience. Its focus was a consistent sales operating approach, with digital and AI support embedded in standard work. The task connected technology use with process design rather than treating it as a standalone tool initiative.
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Enterprise softwareExecutive performance reviews for process excellence
Cross-functional improvement needed a management routine connecting shared measures and working standards with executive review. The programme spanned product, engineering, sales and customer-related functions. Leadership review was part of the operating structure supporting those changes, alongside process redesign and the definition of clearer responsibilities across teams.
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Enterprise softwareA leadership curriculum for continuous improvement
Operating-model and process changes required leadership capability alongside practical delivery. The programme covered several business functions, making continuous-improvement understanding relevant beyond a central specialist team. The leadership curriculum formed the capability dimension of an assignment that also addressed standards, performance reviews and end-to-end process design.
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Oil & Gas majorFit4 and Cadence for strategy execution
Strategic priorities needed to become near-term commitments, clear accountability and timely decisions in a complex project environment. Teams and leaders needed a practical management rhythm linking objectives with improvement initiatives. The assignment focused on making ownership, progress and obstacles visible through structured discussions rather than leaving strategy at the level of annual targets.
Read the case ↗Oil & Gas majorKanban and visible work for project teams
Project teams needed a practical way to make competing work visible, focus on completion and address blockers across team boundaries. The work focused on flow and ownership within the wider Projects & Technology improvement programme. A shared view of work was intended to support better conversations about priorities, capacity and completion.
Read the case ↗Oil & Gas majorDeveloping project leadership capability
Project leadership teams needed continuous-improvement, process-performance and Agile capability within their delivery responsibilities. The work formed part of the Projects & Technology PMO improvement assignment. Its focus was to bring these methods into project leadership practice, alongside strategy deployment and support for conventional oil and gas project improvement.
Read the case ↗Oil & Gas majorGenerative AI for technical project verification
Technical project verification was explored as a use case for Generative AI within the Projects & Technology improvement assignment. The proof of concept considered digital support for an existing technical process. It sat alongside continuous-improvement strategy, project-leadership capability and Agile working, giving the exploration a defined process context.
Read the case ↗Oil & Gas majorCI support for carbon capture projects
Southern North Sea carbon capture projects formed a distinct part of the improvement portfolio. The work brought continuous-improvement management into an energy-transition project context within the wider Projects & Technology assignment. The project-specific scope is documented, while detailed delivery constraints and technical project information remain outside this public summary.
Read the case ↗Oil & Gas majorVirtual improvement workshops for UK Wells
UK Wells needed to progress improvement through virtual collaboration when in-person working was constrained. The assignment connected workshop facilitation with operational priorities and the delivery of a substantial Wells improvement programme. It required practical engagement with teams while maintaining the focus on business value and improvement delivery.
Read the case ↗Oil & Gas majorMarine logistics efficiency for UK Wells
Marine logistics efficiency and effectiveness formed a distinct improvement area within the UK Wells portfolio. The work addressed the logistics part of operational delivery, separate from drilling stages, equipment operations and development-campaign improvement. Its scope demonstrates improvement experience in a supporting operational system as well as the Wells activities it served.
Read the case ↗Oil & Gas majorSubsea development campaign improvement
The Ocean Endeavour subsea development campaign was a distinct improvement project involving the Oil & Gas major and its delivery partners. Campaign improvement sat within the Wells portfolio, alongside logistics, equipment and drilling-related work. This public account keeps the focus on the documented project scope, without exposing operational or commercial detail.
Read the case ↗Oil & Gas majorWells equipment operations improvement
WHXT equipment operations formed a separate improvement area within the UK Wells portfolio. The assignment concerned an operational scope distinct from marine logistics and campaign coordination. This public case preserves that distinction while keeping individual equipment interventions and technical performance details outside the account.
Read the case ↗Oil & Gas majorImprovement across drilling operational stages
The V122 Shearwater workstream covered making hole, running casing and cementing. These operational stages made it a distinct improvement area within the UK Wells experience, separate from marine logistics, equipment operations and the subsea development campaign. The case identifies the working scope while preserving technical project confidentiality.
Read the case ↗Oil & Gas majorDigital Agile work in maintenance and operations
Maintenance and Operations were areas of Digital Agile work within UK Exploration and Production. The assignment connected continuous-improvement capability with digital tools and operational efficiency. It brought process-improvement support into workstreams concerned with how those functions could use digital approaches in their day-to-day delivery.
Read the case ↗Oil & Gas majorA sustainable improvement deployment in Malaysia
Malaysian assets needed stronger competitive performance and the leadership routines and internal capability to sustain change. The programme connected priority projects with value streams, local practitioners and daily management. Its challenge was to improve business performance while building an operating organisation able to own the improvement approach.
Read the case ↗Oil & Gas majorMaterials management reset
Materials management required an end-to-end reset spanning material visibility, data quality, inventory, warehouse footprint and process consistency. The work addressed how the organisation managed supply-chain activity as a connected process. It combined the identification of improvement priorities with the design of more consistent operational practices.
Read the case ↗Oil & Gas majorEnd-to-end supply chain performance management
End-to-end supply chain performance needed a connected management approach. This workstream focused on visibility, operating cadence and leadership routines across the process. It complemented the materials reset and control-tower work by addressing how teams reviewed performance and connected improvement with management activity.
Read the case ↗Oil & Gas majorIntroducing a supply chain control tower
Supply chain oversight was addressed through a dedicated control-tower workstream incorporating dashboards and performance management. Its focus was distinct from the materials-process reset and the wider supply-chain leadership cadence. The task brought performance visibility and management together within a specific supply-chain oversight approach.
Read the case ↗Oil & Gas majorMaintenance efficiency and effectiveness
Maintenance efficiency and effectiveness formed a distinct workstream within the operational-improvement portfolio. The focus included operating-expenditure reduction, placing maintenance performance within the wider business-value agenda. The public scope covers the improvement area without disclosing asset-specific constraints or technical maintenance interventions.
Read the case ↗Oil & Gas majorCadence Labs and leadership routines in Malaysia
The Malaysian deployment needed operating routines connecting strategic priorities with repeated management action. Cadence and Cadence Labs formed Business Excellence workstreams alongside digitalisation and process management. Their focus was the management rhythm within the wider transformation, complementing project delivery and the development of local improvement capability.
Read the case ↗Oil & Gas majorAn integrated plan for finance improvement
Global finance improvement needed a coherent plan across processes, people, data and systems. Strategic objectives, process-owner priorities and capability development had to connect within one delivery approach. The assignment addressed coordinated improvement across Downstream, Finance Operations and Group Functions, rather than a collection of unrelated efficiency projects.
Read the case ↗Oil & Gas majorProcess analytics for finance leadership
Finance leadership needed a process-analytics approach alongside continuous improvement. The initiative served the CFO and finance leadership team within the wider Process Area Improvement Lead assignment. Its focus was the identification, deployment and delivery of analytics as a strategic process-management initiative.
Read the case ↗Oil & Gas majorImprovement deployment across joint ventures
Operated and non-operated joint ventures were a distinct context for improvement deployment. The assignment addressed a methodology applicable across those organisations within the wider finance continuous-improvement role. It focused on how improvement would be deployed, alongside separate strategic initiatives such as Process Analytics.
Read the case ↗Oil & Gas majorProcess management across five global finance centres
Global financial services needed process management and improvement capability across a 12,000-FTE scope and five service centres. Deployment required resources, materials and tracking tools as well as project and training activity. The assignment addressed the foundations needed to bring continuous improvement into a large international finance operation.
Read the case ↗Energy manufacturingCI deployment in a North American refinery joint venture
A refinery joint venture was a specific deployment within the broader improvement portfolio. The work covered three North American refineries, giving the assignment an identifiable operating scope beyond the global finance service centres. It also formed part of preparation for a more independent organisational structure.
Read the case ↗Oil & Gas servicesCompany-wide continuous improvement transformation
The company-wide transformation needed to turn business vision into prioritised processes, delivery roadmaps and governance. Functional leaders and practitioners needed to work through a practical improvement approach together. The assignment focused on building the connection from vision and objectives to focused process-improvement activity.
Read the case ↗Oil & Gas servicesCoaching process owners in performance and gap closure
Process owners needed capability to manage performance, close gaps and turn opportunities into improvement plans. This workstream supported the company transformation by focusing on the people accountable for processes. It connected individual process responsibilities with the identification of wider cross-functional improvement opportunities.
Read the case ↗Building technologyInternational service-process standardisation
Service processes needed alignment across countries and businesses during a wider transition from more than 350 legacy IT systems toward four aligned platforms. Capacity, attrition and offshoring questions ran alongside the process work. The assignment addressed service-process consistency across EMEA and Latin America within that transformation context.
Read the case ↗Building technologyAgile delivery across four service domains
Benelux service businesses needed project delivery support across HVAC, Fire, Security and Building Management Systems. Four Agile projects addressed service-offering standardisation and the identification of new offerings. The work brought delivery support into several service domains alongside the wider international process-improvement assignment.
Read the case ↗Retail bankingLean Sigma capability across two retail banks
Two retail banks sought to move from activity-based management toward process-led operations and connect improvement with customer outcomes. The deployment needed executive sponsorship and practitioner capability. Building that capability across the organisation was important to supporting project work beyond a small central specialist group.
Read the case ↗Retail bankingCustomer journeys across branch and service operations
Branch and customer-service improvement needed a direct connection with the customer journey. The work considered awareness, consideration, decision and loyalty as a way to link process priorities with customer acquisition, service and retention objectives. It formed the customer-led dimension of the wider retail-banking Lean Sigma deployment.
Read the case ↗Private bankingOperational excellence across a private banking organisation
Private banking operational excellence spanned Europe and Asia-Pacific, with project objectives around customer retention, satisfaction, employee retention and asset growth. Improvement needed to connect operational processes with the experiences of customers and employees. The assignment formed part of the consulting delivery partner Business Consulting Services’ Operations Strategy work.
Read the case ↗Investment bankingUS operational excellence and process management deployment
The US engagement focused on establishing operational excellence, Lean Sigma and process management at the investment bank. The deployment needed consulting delivery, team leadership and stakeholder engagement. Its scope joined structured improvement methods with process management rather than treating them as separate organisational initiatives.
Read the case ↗Consumer manufacturingMultimedia routing in customer-service automation
Customer-service automation included multimedia routing as a distinct improvement project area. The work formed part of a practical service-process portfolio alongside IVR, email invoicing and separate e-commerce Six Sigma initiatives. Its focus was the routing dimension of customer-service automation during Jeroen’s Black Belt assignment.
Read the case ↗Consumer manufacturingIVR implementation for customer service
Interactive voice response was a specific implementation within the customer-service automation portfolio. Its scope was distinct from multimedia routing, email invoicing and the e-commerce Six Sigma work. The project brought improvement leadership into the implementation of a customer-contact technology during the the consumer manufacturing business Black Belt assignment.
Read the case ↗Consumer manufacturingEmail invoicing as a service-process improvement
Email invoicing formed a distinct automation workstream within customer-service improvement. It addressed a transaction-related service activity alongside customer-contact projects in routing and IVR. The work was part of a portfolio connecting process improvement with practical automation for consumer products.
Read the case ↗Consumer manufacturingSix Sigma leadership for e-commerce projects
E-commerce was a separate Six Sigma project area within the the consumer manufacturing business improvement assignment. The work complemented the customer-service automation portfolio while retaining its own digital transaction and process-improvement scope. Detailed commercial propositions and customer-transaction information remain outside this public account.
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