Digital Transformation

Transformation that reaches the delivery floor.

Digital transformation is the redesign of how a company works (its processes, systems and decisions) around technology that makes it faster and cheaper to run. Most programmes don't fail on technology. They stall between the board, which approved a vision, and the teams and suppliers who have to deliver it. I work in that gap.

Engagement: Fractional, Interim, Project-based
Led by: Nicolò Mazzari, personally
Clients in: Europe, UK, US

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Who it's for

Companies with a transformation programme that has stalled, gone over budget or lost sponsorship
Industrial and B2B companies whose sales, operations or finance still run on email, spreadsheets and manual re-entry
Leadership teams that know they need to change but can't agree on where to start

You might need this if

The same data is typed into three different systems
Your ERP, CRM and ecommerce don't talk to each other
The programme has a steering committee, but decisions keep getting postponed
Teams have quietly gone back to the old way of working
Nobody can show what the programme has delivered so far

What I do

Scope of work

01

Programme recovery

A fast, honest review of where the programme really is, what to stop, what to keep and what to fix first.

02

Process redesign

I map how work actually flows through sales, operations and finance, and remove the manual steps before automating anything.

03

Systems and integration choices

Deciding how ERP, CRM, ecommerce and invoicing should work together, and getting the right partners to deliver it.

04

Change management

Clear ownership, training and simple KPIs so teams adopt the new way of working instead of working around it.

05

Programme governance

A steering rhythm that produces decisions, and suppliers who are measured on business outcomes.

How it unfolds

The first steps

Weeks 1 to 3
Diagnose

Review of the programme, the processes and the systems. Interviews with sponsors, users and suppliers. A written diagnosis with a clear recommendation.
Weeks 4 to 8
Reset

Scope trimmed to what creates value. Ownership, governance and KPIs reset. The first improvements delivered by your teams and partners, to rebuild momentum.
Week 9 onwards
Deliver

Release by release, with business outcomes measured at every step, until the organization runs the new model on its own.

What you get

Deliverables

Programme health check with a recovery plan
Current and target process maps
Requirements and priorities for systems and integrations
Prioritized delivery backlog with business cases
Governance and KPI dashboard for the board

What changes

Outcomes

A programme with a visible, measurable trajectory
Less manual work and fewer errors between departments
Data that leadership can actually decide on
Teams that own the new way of working

In practice

Selected work

Coesia

Industrial machinery and packaging, 9,000+ employees, 35 countries

Context: The group wanted sales teams at trade fairs to engage leads immediately, instead of typing them into the CRM after the event.
Work: Together with an IT partner who built the solution, we designed a mobile capture app connected to the CRM, with lead profiling, lead scoring and automated triggers that told reps whether to invite a lead to a live demo, a private meeting or a post-event follow-up.
Result: Higher sales intelligence at live events and better acquisition and activation of leads across several companies of the group.

Contarini

Hydraulic cylinders, 350,000+ SKUs

Context: Orders arrived by phone and email, were re-typed into the ERP by sales and cross-checked by inventory staff.
Work: We redesigned the order process, connected the existing ERP to a new CRM, automated order intake and introduced customer scoring so the sales team could focus on high-value accounts first.
Result: Less manual work per order, more accurate orders, better retention and more time for the team to spend on product development.

Engagement

Ways to work together

Fractional

I own the transformation and AI agenda as your fractional executive: in leadership meetings, accountable for outcomes.

Cadence: From a few days a month to two or three days a week

Best for: Companies that need senior ownership, but not five days a week

Interim

Full-time-equivalent cover for a defined period, then a clean handover to a permanent leader.

Cadence: Full-time equivalent, typically 3 to 9 months

Best for: Critical go-lives, turnarounds, sudden departures

Project-based

A defined scope under a statement of work: assessment, roadmap, supplier selection, due diligence.

Cadence: Fixed scope, fixed timeline

Best for: A specific decision or deliverable

I work as an independent executive under a services contract: clear mandate, clear scope, clear notice period. How I work

FAQ

Frequently asked questions

Why do digital transformation programmes stall?

Usually for three reasons: the scope is too broad, nobody owns the outcome end to end, and the people who have to change their way of working were not involved early. Technology is rarely the root cause.

Do you replace our systems integrator?

Not necessarily. Most of the time I work on the client side, governing the integrator and making sure the programme delivers what the business needs. If a supplier can't deliver, I help you replace them.

Which industries do you work with?

Mostly manufacturing, logistics, finance, retail and healthcare, from mid-sized companies to large groups.

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