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

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During major reforms and Lean initiatives, it is crucial to anticipate organizational resistance, such as the fear of losing status or control when shifting to process-oriented work. 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 engaging stakeholders to secure genuine buy-in, and using visual management to make results quickly visible.