Projects

Girteka began in 1996 with one truck and three employees in a small office in Vilnius, Lithuania. Today it is the largest European asset-based transportation company, transporting more than 880,000 full truck loads every year, with more than 9,000 fully owned trucks and 9,800 trailers operating in Europe, and the Nordics supported by 21,000 professionals.

Roger conducted BPM maturity assessments for five Girteka business units and assisted in the design of roadmaps for the development of process-based management throughout the group. This work included short training courses and executive briefings.

The Communications, Space & Technology Commission (CST), previously the Communications & Information Technology Commission (CITC), is the regulator of the telecommunications, space, and technology sector in the Kingdom of Saudi Arabia.

The project was to establish process-based management across the organization. This involved developing the process architecture and then establishing process performance measures and governance arrangements.

Four years after the original project to develop the enterprise process architecture (EPA), Roger was asked to return and review and reset the EPA following some changes in strategy for the Commission and to take account of the experience of using the EPA through those years.

Zespri provides a coordinated marketing mechanism for kiwifruit grown in New Zealand and other parts of the world. Based in Mount Maunganui, New Zealand, Zespri has operations in Europe, Asia, and North America.

In parallel with a technology update across its supply chain and a general organization development initiative, Zespri wanted to better understand, manage, and improve its business processes.

Roger Tregear led the project to develop the initial Zespri process architecture and related performance measurement and process governance processes . In a series of extended workshops and other meetings and discussions, he helped Zespri staff discover and document the process architecture.

Additional services were provided for the annual assessment of BPM maturity and creation of a development roadmap.

Amongst the largest banks in the Middle East, the Arab National Bank (ANB) headquarters is in Riyadh, Saudi Arabia with regional offices in Jeddah, Khobar, a network of branches throughout the kingdom, and an international branch in London, UK.

Roger led a project to discover and document the ANB process architecture and establish the initial process performance scheme. An educational seminar about process-based management was also delivered across the bank.

Transport for NSW is the government department in the Australian state of New South Wales responsible for realizing the government’s vision for safe, healthy, sustainable, accessible, and integrated passenger and freight journeys across the state.

Roger worked within the Strategy & Engagement division to refine and implement a BPM operational framework and provide coaching and development services.

The Zakat, Tax & Customs Authority (ZTCA), previously the General Authority for Zakat and Tax (GAZT), is the Saudi Arabian taxation authority with recently added additional responsibilities for customs operations in the kingdom.

The Authority commissioned a project, led by Roger, to better understand, model, and improve its business processes. Via a series of workshops with various stakeholders, a high-level process architecture was developed and documented.

The performance of key processes was then reviewed, and process governance arrangements were designed and implemented.

In a later project a BPM maturity assessment was completed for GAZT resulting in maturity development targets for the following 12 months and a roadmap for achieving them.

The Riyadh Municipality is tasked with advancing Riyadh via sustainable urban development, high quality services, and constructive partnerships, towards a vibrant community.

In further pursuit of those goals the Municipality asked Roger to lead a team to establish process-based management operations. This included the discovery and documentation of the process architecture, developing the initial process performance scheme, creation of a comprehensive process governance framework, and activation of that framework for three processes.

Roger’s involvement with Roche began with an assignment to deliver a three‐day review of process‐based management theory and practice for a group from both the diagnostics and pharmaceuticals divisions of Roche.

The workshops and related meeting were conducted in Basel, Switzerland. Participants, who came from around the world, were interested in both the general theory of process‐based management, and how business process analysis would provide support for a major global ERP implementation project.

Following a one‐day training course, various workshops and meetings discussed these issues and created a development roadmap. Remote coaching continued following the onsite work.

The Saudi Ministry of Communications and Information Technology (MCIT) is playing a leading role in realizing the national Vision 2030 program as the Saudi ICT strategy is a cornerstone of national digitization. The MCIT vision is “Building tomorrow’s digital foundations for a connected and innovative Saudi Arabia.”

In support of this work MCIT commissioned a project to design and implement a process‐based management approach to the execution of its strategy. A process architecture was documented along with process KPIs for ongoing performance management. Process modelling capabilities were also established along with an Office of BPM.

Roger was lead consultant for the architecture and performance management project phases.

Based in Switzerland, Datwyler Sealing Solutions is a supplier of customer‐specific sealing solutions with 6,000 employees in 17 global locations.

It develops, manufactures, and delivers high‐precision parts, which make an important and often crucial contribution to the functioning of the final goods produced by customers in the healthcare, civil engineering, automotive, and consumer goods sectors.

Roger Tregear provided advice to executives and operational teams about the development of process‐based management across the organization. This work has involved meetings and workshops in Germany and Belgium, as well as remote advice and webinars. A training seminar was developed and an initial process architecture was discussed to bring the theory to life in a meaningful way.