Energy Modernisation Advisor
A German energy-efficiency consulting company needed to stabilise its development team, reduce delivery friction, and build the process foundation for sustainable product growth.
- Time to engage: under 2 weeks
- Team involved: 1 business analyst, 1 dedicated project manager, development team
- Duration: 8+ months
- Scope: Process audit, PM restructuring, tooling migration, delivery optimisation
About the company
The client helps homeowners and businesses access German government funding for building renovation and energy modernisation. It connects property owners, construction trades, and funding institutions such as BAFA and KfW, managing consulting, applications, and project coordination end to end.
Project Overview
The client was scaling its digital product but operating without the process infrastructure to support it. The founding CEO was simultaneously holding the CEO, Product Manager, and Project Manager roles. The team was capable and motivated, but working under conditions that created bottlenecks, miscommunication, and delivery inconsistency at every level. Intelvision was brought in to audit the full operation, identify the structural gaps, and lead the remediation process.
Challenges
Single point of failure at the top
The CEO was responsible for product vision, sprint planning, task prioritisation, stakeholder communication, and day-to-day project decisions all at once. Every decision had to pass through one person. When that person was unavailable, progress stalled. The team had no fallback and no authority to move independently.
Meeting overload draining capacity
Monday sessions ran for entire mornings without a clear agenda or defined outcomes. Daily standups included up to sixteen participants, the majority of whom had no relevant input to give or receive. One team member was losing roughly thirty percent of their available weekly hours to unproductive meetings alone. Deep work time was being systematically destroyed.
No shared source of truth
Feedback, decisions, and task updates were scattered across four separate tools. Developers regularly missed comments left in design files. Requirements were communicated verbally and never written down. There was no consistent record of what had been agreed, who had approved it, or what the current priority was.
Knowledge locked in individuals
There were no handover processes before team members went on leave. When someone was absent, the remaining team absorbed the pressure without structure or documentation to rely on. Knowledge lived in people’s heads, not in systems.
Estimation accuracy too low to plan around
When working with unfamiliar technologies, developers could not reliably estimate how long tasks would take. Deadlines slipped repeatedly. Sprint planning was built on guesses, and re-prioritisation became a constant reactive exercise rather than a structured decision.
Solution
Intelvision conducted a structured audit across four dimensions: organisational processes, communication and collaboration, resource capacity, and individual team wellbeing. From that audit, a remediation plan was built and executed in close collaboration with the client team.
The engagement included a dedicated Project Manager hired to relieve the CEO of operational overhead, a restructured meeting framework that reduced wasted time across the board, a single agreed source of truth for tasks, decisions, and feedback, and a knowledge transfer framework tested and validated through a real team absence.
The partnership covered:
- Dedicated business analysis: a structured review of every pain point, translated into a prioritised remediation roadmap.
- Process redesign: sprint cadence, retrospectives, Definition of Done, and backlog management rebuilt from the ground up.
- Tooling migration and governance: centralised task management, agreed channel rules, and documented requirements as the new standard.
- Ongoing advisory: continued support as the team works through the remaining items on the roadmap.
Tech stack
Project features
- Structured process audit across processes, communication, resource capacity, and team wellbeing
- Prioritised remediation roadmap built from every identified pain point
- CEO bottleneck removed, with a dedicated Project Manager taking over sprint planning, task coordination, and team communication
- Meeting culture rebuilt, with stand-ups limited to the core product team
- Rebuilt Scrum process: sprint cadence, retrospectives, Definition of Done, and backlog management
- Single source of truth, with written requirements in every task
- Knowledge handover framework, documented and validated during a real team absence
- Time tracking and estimation baseline built on historical sprint data
- Infrastructure migrated and stabilised on Azure, with development ongoing
