Nobody knows the cause
Everyone can feel that something is off. Every department has an explanation, and none of them explains all of it.
Business & Organizational Problem-Solving
The map first.Then the route.
When a problem runs through several parts of a company at once, another pair of hands will not fix it. What helps is someone from outside who reads the terrain: structures, processes, people and rules together. From that comes a route that holds.
Fixed priceafter individual scoping
Project basedno standing retainer
LL.B.regulatory literacy
01 · Terrain where you are standing
Six landscapes
I keep walking into.
The industry is not what decides. What decides is two things: the shape of the problem, and whether independent analysis can move it.
A project has stalled
Goals, responsibilities and requirements contradict each other. Plenty of work goes in, little comes out.
The company grew, the structure did not
Roles, workflows and decision paths still belong to a smaller version of the business.
Teams work past each other
Between teams, sites or countries information goes missing. The friction sits at the handover points.
A requirement has to reach the floor
A regulatory or administrative obligation is due and has to become a real working process on time.
A case that fits no category
The task belongs in no standard box, yet it can be analysed and solved as a project.
02 · Fields eight ways in, one view
Where a view from outside
makes the difference.
01
Organisation & structure
Unclear responsibilities, laborious decision paths, structures that no longer carry after growth.
02
Processes & operations
Workflows with needless loops, duplicated effort and lost information, including when new systems arrive.
03
People, roles & collaboration
Skills sit in the wrong place, expectations clash, decisions never land.
04
Projects off course
An initiative is stuck, a deadline is closing in, or the people involved are pulling in different directions.
05
Regulation & administration
Understanding requirements, applications and procedures and translating them into working practice, within the permitted scope.
06
Growth & change
Building new areas, catching structures up, restoring order after a fast expansion.
07
International & cross-border
Turning several countries, sites and rule books into one approach that actually works.
08
Open root-cause work
“Something isn't working.” With access and cooperation in place, that is a perfectly good place to start.
03 · What you get
You are not buying extra hands. You are buying analysis, judgement and structure. Plus a result that still carries once the project ends.
- A
A picture you can rely onWhat actually happens, not what the org chart claims.
- B
The cause, not the symptomConflicting accounts are brought together until the pattern shows.
- C
Options, weighedSeveral routes, their consequences, and a recommendation with reasons.
- D
An approach that fits the organisationNot a template off the shelf, but something your people can carry.
04 · Process five stages
The method follows the problem,
not a template.
No project is forced into a ready-made package. The frame is fixed; which steps make sense is decided by the situation.
First conversation
Problem, context, goal, access and whether it is feasible at all. No obligation.
Scoping
What will be examined, what is explicitly outside, and what cooperation is needed.
Offer
You receive an offer from me, tailored to you.
Project phase
Depending on the case: documents, conversations, processes, research, regulatory framing.
Result
Recommendation, solution design, process design, roadmap or supported implementation.
05 · About Iris
I see patterns,
where others see separate problems.
My professional background has never fitted neatly into a single box. I have worked across e-commerce and logistics, taken on responsibility in HR and public administration, managed properties, been responsible for data protection, and supported international projects. I also bring my own experience as an entrepreneur. Along the way, I have seen very different organisations from the inside, from small businesses and public-sector organisations to international working environments.
When I look at an organisation or a project, I want to understand how the different parts actually work together. Who makes which decisions? Where does information get lost? Do responsibilities and skills really match? Which structures serve a purpose, and which are still there simply because that is how things have always been done? My legal background is part of that perspective, alongside my experience with people, processes and organisations. Governance, compliance and data protection are naturally part of how I think, without losing sight of how things work in practice.
I come from a hands-on background, and that shapes the way I work. I can dig deep into a subject when that depth is needed. But I am equally comfortable saying: we know enough, now it is time to make a decision and change something. I value clear communication, pragmatic solutions and people who are willing to actually tackle things. To me, a concept is only good if it works beyond the page.
- Languages
- German, Polish and English, fluent
- Qualification
- Bachelor of Laws, generalist practice
- Way of working
- Project based, independent, inconvenient when needed
06 · Project enquiry
What is not working the way it should?
The first message does not need a finished diagnosis. The situation, the result you want and your timeframe are enough to begin.