When a global manufacturer expanded through acquisition, their IT landscape became increasingly complex. Each new site brought its own systems, devices, and naming conventions and nothing aligned. Support became inconsistent, visibility was limited, and even basic tasks like managing licences or rolling out updates were difficult to control at scale.

Multiple teams, suppliers, and stakeholders needed to move in the same direction, while the business required a model to support future growth. This level of complexity made it more than a technical issue alone.

All of this unfolded during the height of the COVID-19 pandemic.

The priority was to bring every international site into a single, structured IT framework that could scale as the organisation grew. This meant aligning stakeholders across regions, defining a consistent approach to hardware and software, and creating a clear model for onboarding future sites. It also meant improving visibility and control so decisions could be made with confidence.

Harmeston’s role was to ensure delivery happened in a coordinated and controlled way, while the client’s delivery teams focused on implementation.

With travel restricted, the entire programme had to be coordinated remotely. At the same time, global hardware shortages disrupted supply chains and forced constant adjustments to timelines and priorities.

There was also a human challenge. Local teams were used to their own tools and ways of working, and standardisation required careful handling. Keeping people aligned and engaged became critical to maintaining momentum.

Harmeston introduced structure into a fragmented environment.

They began by building a clear view of the existing landscape, auditing devices, applications, and processes across all sites. From there, they worked with internal teams and delivery partners to define a standard model for hardware, software, and device management.

Their focus remained on coordination rather than execution. By establishing governance, aligning stakeholders, and managing timelines and risks, they created the conditions for delivery teams to succeed.

With that structure in place, implementation could proceed consistently. Standardised builds were deployed remotely using tools such as Intune, and each rollout was planned, tested, and signed off with local teams.

What began as a single rollout became a repeatable model used across multiple sites worldwide.

The organisation now operates within a consistent and controlled IT framework.

Every site follows the same model, with improved visibility across devices, software, and licensing. Management has been simplified, and the intricacy has been significantly reduced. More importantly, the organisation is now set up for future growth. New sites can be onboarded into a proven framework without recreating the same challenges.

By bringing structure and alignment to a complex programme, Harmeston enabled multiple teams to deliver effectively, even under difficult conditions.