Andrew Visser - Operations Director, The Better Process Company

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Network Power<100 people

Roles

🔥50%

Startup Founder

💸50%

Marketing

✨50%

Business Owner

Geos

🇱🇺50%

Luxembourg

🇳🇴50%

Norway

Work Background

BetterWorldCasinos.comCOO & Co-Founder

Jun. 2023RemoteUsing my experience in technology and igaming to advise on potential problems and issues with the project and provide guidance on how to progress. Utilising my network to find skills and potential investors.

The Better Process CompanyFounder, Consultant & Fractional COO

Jan. 2023Sliema, Malta · RemoteWhether you're Start-up or a Scale-up, we understand the challenges you're facing. You've an idea & a great business plan. If you don't have an operations model or plan, you are at risk of; bad customer experience, inability to grow, regulatory failures, product delivery failures, poor inter-team communication. You have goals, targets & ambitions. You wrote a sales & marketing plan, spent weeks on a financial plan, but do you have plans for customer support, incident management, internal communications, onboarding, delivery, or building & scaling teams? Those things are your operations model. They're the framework on which the rest of your business hangs. Without them, everything else is more difficult. Example Projects: -Incident Management Process & Technology: After a merger the incident management was failing. Using current technology a new flow & triage process was created to pass issues from CS to Tech. CS upskilled leading to 30% fewer escalations. -Marketing Assets: Designed & implemented a new simpler system to request campaign assets for a diverse group of stakeholders with full visibility of progress. Reduced errors from over 10% to ~1%, increased productivity by 40%. -Crypto Tokens; Fractional COO: Providing operational design, customer support for a crypto start-up. -Release Management: Re-engineered the release management system for an online gaming company. Different teams had their own flows resulting in mismatched components in a release, delaying final deployment & causing incidents. Release management workflows aligned using JIRA, allowing the company to establish a CI & release flow. -Land Share; Fractional COO: Doing all initial product design & user flows, creating the entire customer support system & incident management, project managing development for initial launch.

ChilizDirector Of Operations

Sep. 2021 - Dec. 2022Malta · HybridPowering Socios, the creators of fan tokens secured on a blockchain - enabling sports fans around the world to engage with their favourite team. A senior leader for a department of 50 people covering customer support, payments, anti-money laundering, project management, application support and translations/localisations. Built application support, translations/localisations & project management teams from scratch. Expanded CS and KYC/AML, payments and fraud team for new market entry Restructured those teams for long-term growth and leadership. Implemented tools for KYC/AML, blockchain analysis, request & incident management, workflow management, and process automation. Projects included: Market Entry & Exit, Blockchain & Token Monitoring, Regulation overhauls, Workflow Management, Risk Management and Robotic Process Automation Established KPIs for the team. Budget responsibility.

LottolandHead Of Commercial Operations (Interim)

Mar. 2019 - Nov. 2019GibraltarReporting to the VP of Marketing and the COO. I was brought in to fix the problems with, and lead, the marketing operations teams. This effort ended with the hiring of a new VP of Marketing. - Managed 5x direct reports and 21 additional indirect reports located in three countries. - Streamlined all manual processes, increasing productivity by 40%, established response KPI’s increasing team efficiency - Automated the asset creation process, provided strategic oversight to the technology team ensuring risks were mitigated and managed. This allowed stakeholders to access their own advertising material immediately as opposed to the prior 2-day response time. This also reduced coding errors from 10% to ~1% - Responsible for a 30k training budget, which included staff pay increases/bonuses etc.

The Better Process CompanyDirector Of Operations

Sep. 2018 - Sep. 2021GibraltarConsultancy business focused on enabling companies to provide better service through the design and implementation of efficient operational processes using IT best practices. Often working with CTO's, COO's, Operations Directors, CMO's Operational Improvements: (Lottoland) Automated the asset creation process, project managed the technology team ensuring risks were mitigated and managed. This created instant access to advertising material from a 2-day response time. This also reduced errors from 10% to ~1% (Lottoland) Created new agile-based marketing asset delivery flow increasing productivity by 40%, established KPI’s increasing team efficiency. (Confidential) Post-merger rebuild of international igaming customer support function that improved customer satisfaction and gave senior management meaningful KPIs. (VGW) Project-managed a Virtual Back Office system-roll-out: scoped, defined, planned and implemented. Improved visibility of customer data. (Confidential) Aligning release management workflows in JIRA allowing the company to establish a continuous integration and release process. Leadership: (Lottoland) Managed 5 direct reports and 21 additional indirect reports located in three countries. (VGW) Provided expert knowledge on real money gaming from a technical, operational, and commercial perspective.

VGWCommercial Operations Consultant (Interim)

Sep. 2018 - Mar. 2019MaltaHired by this social casino to provide expert knowledge on the operational, technical and commercial aspects of real-money gaming to the global COO and project teams as well as the regional Managing Director. Project ending with a new MD and a refocus on core business. - Improved internal processes, CRM, CMS systems and back-office tools - Provided expert knowledge on real money gaming from a technical, operational and commercial perspective - Project-managed a Virtual Back Office system-roll-out: scoped, defined, planned and implemented.

NetEntSENIOR ACCOUNT OPERATIONS MANAGER

Jun. 2016 - Sep. 2018Gibraltar- Planned new third-party integrations & workflows for process improvement - Maximised the revenue potential of integrated operators. Increasing a share of one client’s gaming revenue by 15% and another by 12% - Drove improvements in internal communication and customer facing processes, with a focus on better utilisation of the current tools, including the CRM. Improved team confidence and reduced internal dissatisfaction, used to be completely manual automated this contract process took data from CRM to automate this. - Project managed a CRM post-roll out implementation over 4 months - Collaborated with internal and external technical stakeholders, such as Account Managers, Regional Business Managers, Product Owners, Chief Commercial Officer/MD, Delivery Managers Developers to resolve international regulatory challenges - Supported multiple jurisdictions with differing and contradictory requirements

OdoboTechnical Services Manager

Jun. 2013 - Jun. 2016GibraltarBuilt customer support organisation and processes from the ground up. Created first on-boarding training program for external games developers. Worked in collaboration with internal stakeholders to design and implement the testing, acceptance and go-live process for games. - People management role with both HR and leadership responsibilities. - Defined and implemented the operator support system that provided award-winning service. - Responsible for delivery of services and incident management in accordance with SLAs. - Primary responsibility for getting new games live with operators. - Built and managed the application support team with ultimate responsibility for keeping games available. - Managed relationships will all integrated operators.

Accurev IncTechnical Sales Engineer

Sep. 2010 - Apr. 2013United KingdomAccuRev takes a totally different approach to version control that requires development teams to change how they build and deliver software. Their tool offers advanced workflows, security, and automated compliance management. Designed for enterprises and mission-critical software development. Design and present custom demonstrations to technical and ‘C’ level audiences, plan and manage the proof of concept activities, deliver targeted training and post-sale’s implementations of AccuRev’s unique SCM technology. • Technical Win: Drove the company’s two largest EMEA deals to date. Beat lower cost competitors by demonstrating the most comprehensive value proposition and solid technical plan • Client Management: Build strong relationships with client through frequent contact and ensuring enhancement requests are communicated and completed • Training: Regular deliver both standard and customized training to technical and non-technical audiences, including end user and administrators • Optimize: Maximize product performance and relationships with thorough technical process assessments • Focused Demos: Deliver tailored demos to communicate a focused solution; using custom infrastructure when required • Proof of Concept: to demonstrate both a technical solution and the business values of the solution.

iRise UK LtdEnterprise Solutions Manager

Mar. 2010 - Sep. 2010United KingdomA requirements visualization solution package, used as part of a software development process or packaged application implementation. As the first EU hire I lead the establishment of the technical sales process and partnership enablement. • Demonstrations: Delivered customized, threaded demonstrations to ‘C’ level executives. Demos designed to educate executives on the software’s capability to dramatically alter software development processes, technical features and bottom-line benefits. • Proof-of-Concepts: Developed customized proof-of-concepts to demonstrate the dynamic simulation of requirements, proving the ease of use and potential business value impact. Results were used to build business cases for purchase.

Oxford International IncDirector of Technical Sales (Interim)

May. 2009 - Feb. 2010Nevada, United StatesResponsible for driving sales of IBM Rational tools, from both a business and technical perspective to i-series and z-series customers along with associated technical services at this IBM Premier level Business Partner. This was an interim position taken to assist a friend in building his business while I searched for an opportunity in the UK. • Assessments & Roadmaps: Conducted assessments of customer’s business situation and technical competencies and produced solution roadmaps addressing both constituents. • Relationship building: Built upon existing relationships with IBM and introduced Oxford to new IBM Rational sales teams. Also built business relationships with other IBM hardware and software partners. • Driving Sales: Uncovered nine unique opportunities in first two months worth at least $250,000 combined.

IBMSenior Information Technology Specialist

Jan. 2003 - Jan. 2009Colorado, United StatesProvided pre-sales, in-depth technical support for Sales Representatives and created technical enablement plans for IBM business partners developing a Rational revenue stream. Strong, collaborative partner relationships produced a one hundred percent adoption rate of flexible, technical roadmaps with accommodations for the real world operational challenges of small business. The top-rated Software IT Specialist by the Rational sales teams. Sales Support Evaluated customer technical requirements, encompassing existing software development systems, to design appropriate solutions with Rational tools. Assessments Led account planning activities with business partners. Provided on-going technical pre-sales support for opportunity progression. Assessed partners’ skill gaps. Designed detailed plans to address current and future needs. Enablement Presented customised technical and sales training materials to advance SDLC and technical capabilities, to meet agreed upon enablement plan goals. Business Led business partner outreach initiative to engage Technical Service and Opportunity Managers.