IT Service Management & Ticketing Framework at JUMIA Group (Emerging Markets)

Context & Business Challenge

In 2018, Jumia Group was preparing for its IPO on the New York Stock Exchange. While core “Big Five” markets received structured operational support, Emerging Markets lacked standardized IT service management processes.

Key challenges included:

• IT issues reported via email, WhatsApp, and verbal escalation

• No centralized ticketing system

• No SLAs, prioritization, or structured tracking

• No knowledge base or incident history

• Inconsistent escalation paths to Group Tech (Portugal)

• Heavy dependency on central teams without structured intake

As IPO readiness increased, operational discipline became non-negotiable. Informal IT support posed operational, reputational, and scalability risks across expanding markets.

Objective & Success Criteria

The initiative aimed to introduce structured IT governance without access to enterprise ITSM tooling or dedicated budget at the time.

Key objectives

• Establish a centralized IT issue intake framework

• Standardize escalation paths between country IT reps and Group Tech

• Introduce transparency, accountability, and traceability

• Enable basic SLA tracking and reporting

• Achieve regional adoption across Emerging Markets

Success was defined by

• All issues captured through a single intake channel

• Clear categorization and ownership of tickets

• Defined and documented escalation paths

• Improved resolution turnaround times

• Adoption across seven African markets

My Role & Ownership

As Country IT Representative for Uganda, I identified the systemic gap, designed the solution, and drove adoption across all seven markets, well beyond my formal remit. My responsibilities included conducting needs assessments across markets, designing the full framework and tooling architecture, piloting in Uganda, supporting regional rollout, and simultaneously acting as interim IT support for multiple countries ahead of local hires. The initiative was co-initiated with the Head of IT - Emerging Markets, and it was later formally recognized and adopted at the regional level..

Platform Strategy & Execution

Needs Assessment & Framework Design

I conducted informal assessments with IT Representatives across markets to understand pain points and escalation challenges.

Based on this, I designed a lightweight ITSM framework aligned with ITIL principles, focusing on:

• Structured intake

• Categorization and prioritization

• Defined escalation pathways

• SLA definitions

• Basic reporting and knowledge capture

The goal was minimal friction for users and maximum visibility for IT.

Tooling Architecture (Zero Budget)

Without approval for enterprise ITSM tools, I built a modular system using existing SaaS tools:

1. Wufoo - centralized issue intake forms

2. Zapier - automation and routing logic

3. Asana - task assignment, tracking, and visibility

Capabilities implemented included:

• Structured ticket submission

• Automated task creation

• Ownership assignment

• Priority classification (Critical to Low)

• SLA timeframes (3h to 72h depending on severity)

• Escalation visibility

• Historical issue records

• Basic knowledge base development

The architecture was scalable, low-cost, and operationally viable without enterprise investment.

Results & Impact

• Structured IT intake operational across seven African markets, replacing informal Calls, WhatsApp, and email-based reporting entirely

• Clear ticket ownership, priority classification, and escalation paths established for the first time across the region

• SLA framework introduced with defined response windows from 3 hours (critical) to 72 hours (low priority)

• Documented incident history and knowledge base created, eliminating dependence on individual memory for recurring issues

• Improved resolution turnaround times and measurably stronger trust between country IT teams and central Group Tech in Portugal

• Framework adopted regionally, extending beyond its original Uganda pilot

Strategic Impact: The initiative demonstrated operational maturity across Emerging Markets at the exact moment IPO scrutiny demanded it, and positioned IT as a governed service function rather than an informal support layer.

Key Challenges & Approach

1. No Budget for Enterprise Tooling: Enterprise ITSM platforms were not approved.

   • Approach: designed a modular architecture using low-cost SaaS tools, demonstrated value first, and built adoption before requesting investment.

2. Resistance to Process Formalization: Users were accustomed to informal reporting.

   • Approach: simplified intake forms, introduced gradual enforcement, and demonstrated faster resolution benefits.

3. Limited System Access for Local IT: Country IT lacked administrative rights within central systems.

   • Approach: used the ticketing system to provide structured escalation context, logs, and documented evidence to accelerate central team action.

What I Would Do Differently

1. Formalize SLA reporting and leadership dashboards earlier since the data was being captured but not surfaced to management quickly enough

2. Introduce automated incident classification from the start rather than relying on manual tagging

3. Establish dedicated regional ITSM ownership sooner to sustain adoption momentum after the initial rollout