Operational Performance · Revenue Growth · Structured Scaling
Helping CIOs and COOs navigate complex transformations through decision transparency, fact-based steering, and controlled execution.
Your situation
Each one is recognizable. Each one is solvable. The approach differs — the standard does not.
The interventions
A comprehensive redesign of the operating model — accountabilities, governance, and the organizational architecture needed to perform at current scale.
A structured, data-driven performance improvement engagement using Lean Six Sigma and process mining methodology.
René was instrumental in elevating our support functions from a fragmented, informal setup to a mature operating model aligned with…
Ivaylo Rezhev
Senior-led crisis stabilization for operations under acute stress. Immediate diagnosis, clear prioritization, and a structured path to recovery.
René consistently demonstrated strong leadership in situations where delivery stability and client trust were at highest risk. As Primary Crisis…
Ivaylo REZHEV
What Makes This Different
No junior teams hidden behind a senior face. The person you meet is the person who does the work.
Every engagement ends with a structure, a team, and a governance system that functions. Not a slide deck.
Where operations run at high volume and the margin for error is low.
Business cases
Organizational Redesign
There is a window for rebuilding. Miss it and the informal structure calcifies. This document explains when to act — and what the Structure Program delivers.
Crisis Stabilization
The cost of inaction in a crisis is immediate and compounding. This document makes the case for fast intervention — and shows exactly what GRIP delivers at each tier.
Performance Recovery
Inefficiency compounds quietly. This document quantifies what underperforming processes cost — and how DMAIC exposes, fixes, and locks in the improvement.
Client testimonials
Ivaylo Rezhev
Global Service Desk Site Lead, Bulgaria
HP Inc.
René was instrumental in elevating our support functions from a fragmented, informal setup to a mature operating model aligned with international best practices. He brought clarity and structure, translating Business Excellence principles into a robust governance framework, a clear service catalog, and the successful delivery of ISO certification. What particularly differentiated René’s contribution was his focus beyond certification outcomes. He ensured sustainability by embedding disciplined ways of working through Lean Six Sigma capability building, proximity support, and effective use of internal expertise. As a result, we achieved measurable improvement in operational rigor, transparency, and service predictability. The standards and culture René established continue to strengthen delivery reliability, employee efficiency, and our ability to scale with confidence while meeting business and client expectations.
Ivaylo REZHEV
Global Service Desk Site Lead, Bulgaria
HP Inc.
René consistently demonstrated strong leadership in situations where delivery stability and client trust were at highest risk. As Primary Crisis Lead, he brought structure, discipline, and calm execution to complex escalations that previously lacked a formal response framework. He was particularly effective in aligning cross‑functional teams under pressure, driving rapid diagnostics and corrective actions while maintaining transparent, fact‑based communication with executive stakeholders. His ability to bridge deep operational recovery with senior‑level governance ensured informed decision‑making and protected critical client relationships. Through his intervention, high‑priority incidents were stabilized without SLA impact, reinforcing confidence in our delivery capabilities. René’s approach established a clear standard for crisis leadership and continues to strengthen our credibility as a reliable partner, even in the most challenging situations.
Insights & news
There is a persistent assumption that organizational transformation is a problem of scale, solvable by the sheer weight of standardized methodology and the deployment of vast external teams - the Brook's Law. Boards of directors frequently operate under the belief that if a project is sufficiently large, expensive, and managed by a recognizable "brand-name" consulting firm, the risk of failure is mitigated by the sheer density of the oversight.
There is a persistent assumption in executive suites that a crisis demands an immediate solution. When a major transformation veers off the tracks or a critical operational node begins to fracture, the instinct of the C-Suite is to demand a "fix." We are conditioned to believe that leadership is synonymous with providing answers. This is a dangerous fallacy. In high-stakes enterprise stabilization, the first hours—and the weeks that follow—are not about solving the problem; they are about stopping the "bleeding" of credibility and information. The obsession with a "solution" in the earliest stages of a breakdown is often the very thing that ensures the situation deteriorates further.
There is a persistent assumption in organizations that improving performance starts with identifying problems. In reality, most transformation efforts begin with a more fundamental limitation: companies only work on the problems they are able to see.
ABOUT
I'm drawn to complex problems — the kind where operational performance and strategic clarity have to be built at the same time.
René Makosso is a strategic transformation advisor with twenty years of cross-sector experience across EMEA. He works at the intersection of strategy and execution — improving operational performance, accelerating revenue growth, and building the governance structures that make organisations run cleanly at scale.
Organisations restructuring, operations that have plateaued, scale-ups that have outgrown their model. Financial services, insurance, technology services, shared services. That's where the work happens.
Let's talk
Paris Region, France · EMEA
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