WOTAN (Tech company)

My Role 2: Project & Operations Coordinator (PMO)/ Internal Change Driver

1. Context & Business Problem (AS-IS)

WOTAN was a fast-growing tech startup with a team of approximately 15 people and three founders (CEO, CTO, and Investment Lead). While the company demonstrated strong market potential, its internal operations were highly unstructured and increasingly unable to support growth.

Core organizational challenges

• Tasks were assigned verbally or via private messenger chats
• No centralized system to track tasks, deadlines, or ownership
• No transparency on task status (“nobody knew who was doing what”)
• Missed deadlines across departments
• No clearly defined owners, escalation paths, or accountability
• Frequent overtime and operational overload

As a result, teams operated in a constant “firefighting mode,” reacting to urgent requests instead of executing planned work.

Business impact

These organizational issues directly affected business performance:

• Lost time and money due to rework, delays, and inefficiencies
• Client dissatisfaction and churn caused by slow internal execution
• Revenue leakage, as deals were delayed or lost despite high client intent

A critical example was the preparation and delivery of commercial proposals:

Sales requests to Design or Marketing were often communicated informally and executed days or weeks later, by which time client interest had cooled and deals were lost.