Redesign of IT Service Management & SLA-Driven Operations at Kasha Global
Building on the ITSM framework I designed across seven markets at JUMIA, I applied the same discipline at Kasha Global, but in a more complex environment: multiple countries, deeper system integrations, and cross-functional teams spanning IT Support, Data, Development, and Infrastructure. I redesigned service delivery from the ground up, introducing centralized intake, automated routing, SLA-governed workflows, and real-time performance visibility, again without extra costs on enterprise tooling. The result was a measurable, scalable service organization that grew with the business.
Context & Business Challenge
When I joined Kasha Global, IT operations were under strain despite a relatively lean team and growing system complexity across countries.
Even with informal ticketing attempts in place, the reality was:
IT issues reported via WhatsApp, email, calls, and walk-ins
No single source of truth for requests
No visibility into ticket volume, recurring issues, or resolution timelines
No structured SLAs or performance metrics
Scattered documentation acting as an unstructured knowledge base
Constant interruption-driven work cycles
As Kasha scaled across markets and platforms, this model became unsustainable and risked operational breakdown.
Budget constraints ruled out enterprise ITSM platforms.
Objective & Success Criteria
The goal was to formalize IT service delivery without adding licensing overhead.
Key objectives
Centralize all IT requests into a single intake channel
Create structured ticket queues with defined ownership
Introduce SLAs and measurable KPIs
Provide end-to-end visibility for requesters
Organically structure knowledge management
Deliver all improvements with minimal incremental cost
Success was defined by
100% of issues submitted through the structured system
Automated routing to relevant teams
Measurable and improving SLA compliance
End-user satisfaction tracking
Leadership visibility into IT performance metrics
My Role & Ownership
As Regional IT Manager, I owned the initiative end-to-end. My responsibilities included:
Defining the ITSM framework
Designing the tooling architecture
Configuring workflows and automation logic
Defining SLAs, KPIs, and reporting structures
Driving user adoption and policy enforcement
Acting as Service Owner post-implementation
There were no external consultants or vendor dependencies, design and execution were handled internally.
Service Strategy & Execution
Framework Design
I began by mapping recurring issue types and resolution paths across IT Support, Data, Development, Product, and Infrastructure teams.
From this, I defined:
Standardized ticket categories and classifications
SLA tiers by issue severity
Escalation paths and ownership models
Clear lifecycle stages (Open → In Progress → Escalated → Resolved → Closed)
The emphasis was predictability and accountability.
Tooling Architecture
Without enterprise ITSM tools, I designed a modular architecture using:
Google Forms - centralized ticket intake
Make (formerly Integromat) - workflow automation and routing
BusinessMap (formerly Kanbanize) - task tracking and queue management
Email notifications - automated status updates
Capabilities implemented included:
Automated ticket creation and triage
SLA timers and escalation triggers
Separate queues for functional teams
Status transitions and ownership tracking
Post-resolution satisfaction surveys
Performance dashboards tracking volume, resolution time, SLA compliance, and user feedback
The design prioritized low user friction and high operational visibility.
Results & Impact
After implementation:
All IT requests consolidated into a single structured intake channel, informal submission through WhatsApp, Calls, email, and walk-ins eliminated entirely
Automated triage and routing introduced across four functional teams, reducing manual handling and first-response lag
SLA compliance tracking operational for the first time, with differentiated priority tiers by issue type and team
Leadership gained real-time visibility into ticket volume, resolution times, SLA performance, and recurring issue patterns
End-user satisfaction tracked post-resolution via automated feedback loop
Zero incremental licensing cost, full enterprise-grade capability delivered on existing tooling
Strategic Impact: IT matured from a reactive, interruption-driven function into a governed, measurable service organization capable of scaling across markets without structural rebuilds.
Key Challenges & Approach
User Adoption Resistance: Staff preferred informal communication channels.
Approach: redirected all new requests to the structured intake form, phased out informal acceptance, and demonstrated faster resolution via tickets.
Complexity Without Enterprise Tools: Lack of advanced ITSM capabilities.
Approach: built modular workflows using automation, focusing on service outcomes rather than tool parity.
Multi-Team Coordination: Multiple teams handling tickets with different priorities.
Approach: implemented automated routing, clear ownership definitions, and differentiated SLAs per issue type.
What I Would Do Differently
Launch a formal self-service knowledge base earlier, recurring issue patterns were visible quickly but documentation lagged behind
Instrument adoption metrics from day one to surface business value to leadership earlier in the rollout
Assign a dedicated Service Manager role sooner to own SLA governance as ticket volume and team complexity grew