Experience with the platform, and the work around it.
These are examples from previous roles, not Standup Digital engagements. They cover the same kinds of work I take on now: consolidating and migrating instances, standing up service desks for whole companies, running the platform at scale, and connecting Atlassian to the systems around it.
Every team on one platform, and every acquisition brought onto it.
The platform
A global digital consulting firm of more than 400 people, with teams in North America, South America, Europe, Africa and India, ran its internal operations across email, spreadsheets and separate tools per department. Requests between teams had no shared intake, no visible status, and no record of what had been agreed.
What I did
I moved the entire company onto Jira and Jira Service Management, one department at a time. Each operating team received a service portal for the requests it handles and a Jira project for its own delivery work. Portals went live for HR, IT, Accounting, Marketing, Legal, Delivery Quality, Partnerships and Talent Acquisition: eight teams, around 40 to 50 people handling requests for the whole company.
I then connected the platform to the systems the business ran on: HubSpot for sales, NetSuite and OpenAir for ERP and projects, and Hibob for HR. The result was one continuous process from a closed deal, through operational setup in IT and Legal, into delivery and the PMO, and out to marketing use cases, with each step creating the next automatically.
Result
Every department worked from the same platform, with requests routed to the team that owns them and a record of each decision. New hires and leavers flowed from the HRIS into the right IT, Legal and Accounting tasks without anyone re-keying them.
The acquisitions
Over my time there the company acquired five businesses, each already running Jira and Confluence in its own way, on its own continent, with its own habits.
What I did
I planned and ran the consolidation of their instances into the single Cloud environment the rest of the company used, deciding with each acquired team what moved, what merged, and which of their differences were worth keeping. Three separate instances were merged; the rest were absorbed project by project.
Result
One stack, Jira, JSM and Confluence, serving the whole group across five continents. That work is now the Consolidation & Migration offer. The question I ask first is the one I learned there: which differences are useful, and which are just duplication.
Requests with no front door, or departments each running their own. I build this as two services.
Move to Cloud, then keep it from turning back into the old problem.
A consumer lender building a software platform in a regulated banking environment needed to leave Atlassian Server for Cloud and, at the same time, consolidate work spread across several Azure DevOps instances, Smartsheet, spreadsheets and planning tools into one place.
What I did
I ran the engagement end to end: discovery, solution design, build, cutover and training, working directly with the executive sponsor. The consolidation landed roughly one hundred Jira projects in a single Cloud environment, with workflows aligned across teams that had each wanted something different, and enough flexibility to keep the differences that mattered.
About a year later the client asked for me by name. Their internal platform team had been making configuration and integration changes without a full picture of how the tool worked, and the Cloud environment had drifted back into the problems that had prompted the move. I undid that work and led a rebuild of the project structure for the entire software organization and the teams around it, simplifying as I went.
Result
A single Cloud environment with unified reporting, dashboards and SDLC standards across teams, and a configuration the client’s own team could maintain. The lesson from the second engagement is the one I bring to every diagnostic: it is nearly always a configuration problem, and it is worth finding before it becomes a migration problem.
A move to Cloud ahead of you, or an environment that has drifted since the last one. I do this as two services.
Own the platform so the teams on it do not have to.
A health services enterprise ran Jira, Jira Service Management, Confluence and Bitbucket for more than 5,000 users. The platform had to satisfy audit requirements as well as the teams doing the work, and the manual controls around access were taking real time from people with other jobs.
What I did
I administered the full Atlassian stack for that user base: workflow and scheme design, advanced JQL and SQL reporting, Groovy scripting, and automated integrations with the enterprise systems around it. The piece I would single out is the SOC 2 entitlement review and offboarding automation. Access reviews and leaver deprovisioning had been a manual handoff between teams; I built the automation that ran them on schedule, with evidence produced as a by-product rather than a separate task.
Result
A platform that stayed stable at scale while the teams on it changed, and an offboarding control that auditors could see and nobody had to remember to run.
A platform that matters, and nobody whose job it is to own it. I take this on as one service.
Less about a number, more about what was built and why it held.
IT, HR and AI portals for one company.
Around 350 employees and no formal service desk: IT requests arrived by email, chat and hallway, an outside MSP ran its own tickets, and HR had no tooling at all. I built Jira Service Management desks for IT and HR, an AI transformation portal, and an integrated onboarding and offboarding process, with identity from Entra ID through SAML and SCIM and a two-way sync to the MSP. Alongside it I authored the company’s AI policy and ran the 350-person enablement program with a champions cohort.
ISO 27001, run in Jira.
I led the consulting firm’s ISO 27001 certification end to end, and ran the whole program, controls, evidence and audit tracking, inside Jira. Regulated buyers get a platform owner who has been on the audited side of the table.
An OKR operating model in Jira and Confluence.
I designed and rolled out the firm’s OKR framework as a Jira hierarchy (goals, objectives, key results, initiatives) with Confluence as the record, so strategy and delivery lived in one system and executives could see progress without a status meeting.
Start with how much you want to hand over.
When the priorities are not agreed yet. You hold a ranked report, not a project.
When you know the change you need and want it built, tested and handed over.
When the platform needs a direction, not another project.
Facing a similar challenge?
Tell me what needs to change and what has to keep working. We can work out whether this experience applies to your project, and what an agreed scope would look like.