Platform programmes rarely fail on the software. They fail because nobody owned the decisions, the target operating model was never agreed, and the organisation that had to live with the result was never built. Magister Partners sits on the client's side of that table — framing the problem, running the selection, holding the governance, and building the team that owns the tool after the integrator has gone.
Start a conversationWe are not a software house and we do not claim to be. Our competence is upstream and around the build: rationalising what the organisation actually needs, specifying it so a vendor can be held to it, assembling the right people — internal, integrator, and specialists brought in for a single stage — and arbitrating the decisions early enough that they stay cheap. The deep technical work belongs to specialists. Knowing which ones, and when, is the job.
What problem, whose decision, what the success condition is — before any tool is looked at.
How the work is actually done today, across sites and countries, and what does not need to survive the change.
Turning the target operating model into a specification a vendor can be held to.
Structured RFP, comparable offers, clean contract allocation. Sponsor's side — no commission, no affiliation.
The competence the programme needs at each stage, the gaps, and how each is closed — internal move, subcontracted scope, or targeted search.
The steering cadence, and surfacing decisions early enough that they are still inexpensive.
Country and site waves, local adoption, training, and the resistance nobody budgeted for.
Handover to an organisation that owns the tool, with the measures that show it is genuinely used.
Selected mandates, delivered in senior operations and governance roles. Client names are held in confidence; platforms and scope are named where doing so breaches nothing.
Supply-chain and procurement digitalisation (IVALUA) deployed across 57 countries for an international professional-services group of 6,000+ people — specification, vendor governance, country roll-out and adoption.
Selection and global deployment of travel and expense management platforms (TravelPerk, Expensya), including the change management across every operating country.
120 leases worldwide and 70+ property projects a year brought under one governance; a flexible-office model introduced group-wide, reducing related cost by 30% over three years.
Group procurement, fleet, asset management and cost-centre governance restructured across 15+ business units; finance PMO established with clear ownership and policy compliance.
Delivered from inside the organisation — as executive director for operations and corporate governance of an international group of 6,000+ people across 57 countries, sitting on its finance governance and corporate management committees. The mandate covered a €140M+ portfolio of group procurement, real estate, general services and the digital programmes that ran through them.
Client names are held in confidence. References available on request, at the appropriate stage.
On a transition the pace is set by people, scope and the calendar of the business rather than by concrete. The failure mode is different too: not a foundation non-conformance but a decision nobody took. The method is the same — rationalise, compose the team, arbitrate early, hand over an organisation that runs it.
Jérémy Moulin · Founder & Managing Partner · Switzerland · worldwide