Baltics & Nordics · Tallinn entity · hybrid / remote

Cloud-native transformation for Baltic and Nordic scale-ups

Tier-1 programme discipline, delivered with Baltic agility — for fintechs, e-governance platforms and cloud-native enterprises, anchored on an Estonian company.

Explore Enterprise Case Studies

years in ERP, HCM, PMO and change delivery: 22+; years in ERP, HCM, PMO and change delivery
enterprise organisations worked with: 20; enterprise organisations worked with
regional hubs: UK, Benelux, Baltics & Nordics: 3; regional hubs: UK, Benelux, Baltics & Nordics

Track record

Organisations our principal has worked with

Delivered directly, through leadership roles, and alongside system integrators. Names shown for reference; references available to shortlisted procurement teams.

Ahold Delhaize Retail · Albert Heijn
Nike EMEA Consumer
Booking.com Travel tech
Shell Energy · via Wipro
TenneT TSO Energy grid
ABN AMRO Banking
Deutsche Bank Banking
KLM Aviation
Citigroup Banking · Vice President
Ayvens Mobility · Société Générale
Barclays Banking
Lloyds Banking Group Banking

Regional highlights: Experience brought from Citigroup · ABN AMRO · Deutsche Bank · Nike EMEA · KLM · TenneT

Baltics & Nordics focus

Where we add the most value in the Baltics & Nordics

Fintech & high-throughput APIs

Product ownership for payment, KYC and data APIs where throughput, latency and audit trails all matter.

e-Governance & digital identity

Programme and data governance for platforms built on Estonia’s digital-state model — interoperability, identity and GDPR by design.

Cloud-native operating models

AWS, Azure and GCP platforms with lean, remote-first delivery across the Baltics and Nordics.

Engaged via Janus Volantis OÜ, Tallinn (registry code 17081698, VAT EE102783733). EU B2B invoices are issued under the reverse-charge mechanism. Remote and hybrid delivery across the EU.

Procurement details

Services & case studies

Four practices. One accountable principal.

Each practice is led by our principal and staffed from a senior associate network. Open a case study to see the problem, the approach, the outcome — and what we would do differently next time.

ERP & System Transformation

SAP ECC to S/4HANA, Workday HCM and Microsoft Dynamics 365 — migrations planned around the data your regulators and finance teams need to trust.

SAP ECC → S/4HANA migration
Workday HCM design & integration
Dynamics 365 / Oracle Financials
Data migration, UAT & cut-over

TenneT TSO · over a yearS/4HANA migration for a European grid operator

Problem

Regulatory reporting relied on fragmented legacy SAP data and manual reconciliation, putting accuracy and audit deadlines at risk.

Solution

Product ownership within the S/4HANA migration: process redesign, data verification and a reporting layer shaped around regulatory outputs.

Tech stack

SAP S/4HANA
SAP Analytics Cloud
Regulatory reporting

Outcome

c. 40%: better data and reporting accuracy

What we learned · what we would do differently

Regulatory reports should shape the migration, not be retrofitted after it. Next time we would bring report owners into the data-migration sprints from the first week.

Cargotec / KalmarInvoice-to-cash streamlined inside SAP

Problem

Invoices took too long to reach customers, slowing cash collection across a global equipment business.

Solution

SAP programme management across the order-to-invoice chain: workflow redesign, master-data clean-up and more automated billing.

Tech stack

SAP ECC
SD / FI
Workflow automation

Outcome

Weeks → days: shorter invoice lead times

What we learned · what we would do differently

The real bottleneck was master data, not the workflow. We would fund data clean-up as its own workstream much earlier.

Executive PMO & Change Management

Programme governance for M&A, carve-outs and regulatory change — DORA, SOX and operational resilience — run with PRINCE2 discipline and plain communication.

M&A integration & carve-outs
DORA / SOX / operational resilience
TUPE & workforce transition
Steering-committee & design-authority governance

Citigroup · two yearsData-procurement portfolio at global scale

Problem

Market-data and vendor spend had grown across many contracts with little central control.

Solution

As Vice President, ran a large portfolio of vendor-sourcing projects with standard governance, negotiation playbooks and benefits tracking, alongside finance and the business.

Tech stack

Vendor management
Benefits realisation
Lean Six Sigma

Outcome

Hundreds: of sourcing projects governed, with savings and new revenue tracked alongside finance

What we learned · what we would do differently

Savings only stick when budget holders own them. We would agree how benefits are measured with finance before the first negotiation, not after.

Barclays · over five yearsIntegration, divestment and financial-crime change

Problem

The Woolwich integration and the Barclays Life divestment meant colleagues moving between entities without disrupting customers, while SOX and IFRS raised the compliance bar.

Solution

Part of the team that ran TUPE transfers end to end, helped set up an international Financial Crime Compliance function, and delivered SOX and IFRS projects.

Tech stack

TUPE
Financial crime compliance
SOX / IFRS

Outcome

2: major transactions supported: an integration and a divestment

What we learned · what we would do differently

People change succeeds or fails on timing and honesty. We would involve employee representatives earlier, and plan for the colleagues who stay as carefully as for those who move.

Technical Product Ownership & Cloud Platforms

Senior product ownership for logistics, data and API platforms on AWS and Azure — from roadmap to release, with the business and engineering in the same room.

Product strategy & backlog leadership
Microservices & API platforms
AWS / Azure / GCP migration
Logistics & home-delivery platforms

Ahold Delhaize · Albert HeijnCloud migration for grocery home delivery

Problem

Home-delivery services ran on platforms that were costly to scale, and store and customer feedback was slow to reach product teams.

Solution

Senior product owner and the voice of stores and customers: supported a multi-cloud move centred on Azure and re-prioritised the backlog around delivery outcomes.

Tech stack

Azure
Multi-cloud
Agile / Scrum

Outcome

c. 20–25%: operational efficiency gain

What we learned · what we would do differently

Store teams spotted problems faster than any dashboard. We would set up that feedback loop at the start rather than mid-programme.

Nike EMEASAP HANA and AWS integration for supply-chain visibility

Problem

Legacy ERP limited supply-chain and inventory data accuracy across EMEA logistics, while cloud spend kept rising.

Solution

Senior technical product owner: helped integrate SAP HANA with AWS, streamline logistics workflows and give operations Power BI dashboards.

Tech stack

SAP HANA
AWS
Power BI
APIs

Outcome

c. 40%: better supply-chain data accuracy
c. 15%: lower cloud compute costs

What we learned · what we would do differently

Cost savings followed visibility. We would put cost and data-quality measures in place before migration, so progress is visible from the first release.

Data Governance & AI Architecture

Governed data foundations and practical enterprise AI — Collibra, Power BI and Snowflake through to Copilot adoption — built for audit, not just demos.

Data governance & lineage (Collibra)
Power BI / Snowflake / SQL
KYC, AML & financial-crime data
Enterprise LLM & Copilot adoption

ABN AMRO · a yearCentralised KYC / AML data lake

Problem

Compliance analysts pulled customer data from many systems, stretching review times and audit trails.

Solution

Lead product owner for a centralised KYC/AML data lake with agreed definitions and analyst-ready views.

Tech stack

Data lake
SQL
Power BI
KYC / AML

Outcome

c. 40%: faster compliance reviews

What we learned · what we would do differently

Shared definitions mattered more than the platform. We would agree data ownership with compliance before building anything.

Shell · via WiproJoined-up SAP and Workday payroll data

Problem

Payroll data split across SAP and Workday caused delays, errors and manual correction.

Solution

Lead data project manager: a single payroll data model, reconciliation controls and governed reporting.

Tech stack

SAP HCM
Workday
Data governance

Outcome

c. 30%: fewer payroll reporting delays

What we learned · what we would do differently

On a short engagement the handover is the product. We would document reconciliation rules with the client team from week one.

KLMSelf-service finance and HR reporting

Problem

Fragmented HR and finance systems delayed reporting and buried data teams in ad-hoc requests.

Solution

Senior product owner: roadmap for consolidation on SAP S/4HANA and self-service BI so business users could answer more of their own questions.

Tech stack

SAP S/4HANA
Power BI
Self-service BI

Outcome

c. 25%: fewer ad-hoc reporting requests

What we learned · what we would do differently

Self-service only works with trusted data and training. We would budget for user enablement alongside the tooling.

Figures are approximate and describe programmes our principal led or contributed to as part of wider client and partner teams. Engagement detail is shared with shortlisted procurement teams, subject to client confidentiality.

Delivery footprint

Delivered across Europe and Asia-Pacific

Not yet delivered: The Americas and Africa. We say so plainly — our depth is European and Asia-Pacific.

United KingdomLondon & Manchester · Tier-1 banking
BeneluxAmsterdam base · banking, energy, aviation, retail
Wider EUCross-border programmes & remote delivery
Baltics & NordicsTallinn-registered entity · hybrid / remote
Asia-PacificProgramme and platform delivery

Why Janus Volantis exists

Learned inside Tier-1 banking. Applied across Europe and Asia-Pacific.

Principal-led. The person who scopes your engagement is accountable for it. No bait-and-switch.
Associate network. A curated bench of senior specialists — SAP, Workday, data, change — added only when the work needs them.
Procurement-ready. UK and EU contracting entities, clear status documentation and reverse-charge invoicing from day one.

Our principal learned transformation inside UK banking, steering people, processes and contracts through mergers, acquisitions and divestments at Barclays.

While still in his twenties he became a Vice President at Citigroup, one of America’s largest banks, running a data-procurement portfolio. The role went well. It had also stopped being a challenge — so he left to work independently, closer to the problems that teach you something.

A move to Amsterdam opened the next chapter: Dutch and Benelux enterprises across banking, energy, aviation and retail, then work across the wider EU and Asia-Pacific — almost always as part of larger client and partner teams. Janus Volantis is the result: one accountable principal, a small bench of associates, and two decades of lessons — including the ones learned the hard way.

Start a conversation

Fifteen minutes to test whether we’re the right fit.

Tell us about the programme, the deadline and what’s at stake. You’ll hear back within one business day — from the principal, not a sales team.

Interim leadership, programme recovery or advisory sprints
UK and EU contracting entities ready for vendor onboarding
NDA on request before any detailed discussion