At Rijkswaterstaat, Terry led a sweeping organizational transformation within an organizational unit of 310 FTEs with a procurement portfolio of 150 million euros. He guided the complex transition from a traditional, line-oriented hierarchy to a flexible, process-driven way of working. Using Lean methodologies, he optimized the reporting flow, reduced lead times by 75%, and established an efficient monthly reporting structure. This significantly reduced the manual reporting burden and freed up valuable analytical capacity within the reporting team.

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During far-reaching reforms and Lean initiatives, it is crucial to anticipate resistance from within the organization, such as the fear of losing status or control when transitioning to process-oriented working. This requires clearly defining roles and responsibilities using the RASCI method, combined with the structured elimination of waste. The success of such a transformation hinges on clear knowledge transfer, actively involving stakeholders to ensure genuine buy-in, and applying visual management to quickly make results visible.