The business problem
Service delivery covered both manufacturing and corporate operations. The work addressed how teams were organized, how business units understood their services, and how employees accessed technology support and business workflows.
Ricky’s role
Ricky directed IT teams and enterprise services, restructured the IT organization, and led ServiceNow platform strategy and expansion. His remit combined team organization, service management, and business applications.
Approach & decisions
Establish clearer organizational ownership
Restructured the IT organization and established a dedicated application development group. This made organizational design part of the service-improvement work.
Make service expectations explicit
Formalized service agreements across all business units and introduced an employee learning management system. The work addressed service expectations as well as employee learning.
Expand the platform around service needs
Led ServiceNow expansion across employee self-service, IT operations, service management, asset management, Virtual Agent, and HR service requests. Also automated business workflows using ServiceNow and SharePoint.
The documented result
Reduced annual support ticket volume by 10% while leading organizational and service improvements in prior employment.
The 10% reduction is the reported change in annual support ticket volume during prior organization and service-improvement work. It is not a claim about resolution speed or a measured effect of any single platform feature.
Tradeoffs to consider
For a business facing similar decisions, these are the tradeoffs to work through.
Self-service and access to people
Self-service is useful when it helps someone finish a task. Keep a clear route to a person when a request is unusual or the available guidance does not resolve it.
Consistent processes and real exceptions
A shared process makes work easier to manage, while manufacturing and corporate teams may have different needs. Define ownership and escalation for exceptions rather than leaving them informal.
What this means for your business
Service improvement brings people, expectations, and platform design together. Ticket counts are one signal; the service still needs to help employees accomplish their work.
A focused engagement can review a service journey, clarify ownership and handoffs, and identify practical ServiceNow or workflow improvements to deliver next.
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