PGT: Organisational Alignment & Operational Clarity
Overview
PGT came to us with a hard problem: information was not flowing across subsidiaries and roles.
PGT is a global logistics and energy solutions trader headquartered in Rotterdam. Spread across four offices, the team lived with friction, unclear responsibilities, and inconsistent practice. The brief was not to analyse the problem. It was to leave the room with alignment and real projects, ready to run across time zones.
Challenge
Communication broke down between operational and support roles, and information moved differently depending on who you asked. Responsibilities overlapped in some places and fell through the gaps in others, with no shared view of workflows or best practice.
The task was to design a smooth, real-time flow of information without adding complexity or bureaucracy. Leadership wanted alignment, and more than that, tangible outputs that could improve daily operations and scale globally.
Approach
We worked as a strategic partner and ran the project on human-centred design. First we equipped the internal team to lead with empathy: visiting every subsidiary, running local kick-offs, and interviewing people to surface local pain points and misalignments. We synthesised what we heard, then facilitated a three-day workshop in Rotterdam to align, simplify, and act.
Roles & Ownership
Mapping responsibilities, clarifying handovers, exposing friction points.
Workflow & Systems
Visualising real end-to-end information flows and finding the bottlenecks.
Action Planning
Designing concrete improvement initiatives with clear ownership and timelines.
Methods we ran
Outcome
- Five global improvement projects designed and assigned to cross-functional teams, with clear ownership and next steps. They still run today.
- Three quick wins identified and implemented during the workshop, solving long-standing friction on the spot.
- Clarity on roles, workflows and responsibilities that gave people confidence and renewed motivation.
- A format built to hold, praised for turning complexity into action rather than another report.
The project marked a shift in how PGT approaches operational challenges: more ownership, better collaboration, and a stronger commitment to human-centred problem solving.