Rapid growth had created organizational overlaps across business units, diluting accountability and constraining scalable delivery. The setup remained product- and BU-driven, duplicating activities and fragmenting responsibilities across the customer lifecycle—resulting in inconsistent methods from lead to renewal and limiting the ability to convert new business opportunities despite a large sales force. The core management challenge was not another optimization initiative, but an organization-wide redesign: consolidate expertise, standardize ways of working and establish clear end-to-end ownership, decision rights and governance along the customer and company journey to regain steerability, scalability and growth capacity.

We applied a collaborative organizational redesign and transformation approach focused on customer-centric value creation:

• E2E journey-driven target picture: Facilitated workshops with all BU leaders to derive functional requirements along the full customer and company journey (lead to renewal) and align on design principles
• Organization & governance redesign blueprint: Defined a cross-unit target organization (e.g. Product Architecture, Sales, Customer Success, Service, PMO, Marketing & Customer Experience, Admin) with clear accountabilities, decision rights, interfaces and standardized processes across segments and products
• Transformation roadmap to traction: Developed prioritized measures for structure, processes and systems and secured a follow-up phase with five sprints—targeting EBITDA margin improvement from 17% to 25% while maintaining customer satisfaction

The engagement delivered a customer-centric organizational redesign anchored in end-to-end ownership rather than legacy business units. Key value streams and functions—from product architecture to sales, delivery, support and customer success—were defined with standardized roles, interfaces and governance, enabling synergy capture and scalable growth. A measurable strategic objective was set: increase EBITDA margin from 17% to 25% through growth and scaling while maintaining customer satisfaction. Implementation was translated into execution momentum via a structured follow-up phase of five sprints with secured capacity, turning the target design into concrete initiatives, steering routines and delivery accountability.

The client is an international provider of healthcare software solutions . With several hundred employees in one division alone, the company must balance innovation and growth with scalable delivery and operational control in a specialized, regulated market.