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Re-Design of IT service management and Ticketing at Kasha Global, Inc

* Project: Re-Design and Deployment of a Custom IT Service Management & Ticketing Framework

* Role: As Regional IT Manager, I played the role of Solution Architect, Workflow Designer, Implementer & Service Owner

* Outcome: Centralized issue reporting, introduced SLA-driven IT operations, built a measurable service function, and improved end-user satisfaction without purchasing an enterprise ITSM tool.

In Detail


1) Business Problem with Context: When I joined Kasha Global, IT operations were under constant strain despite a relatively small team.

Some Core Problems were;

  • Even with some form of ticketing, IT issues were still dominantly reported through WhatsApp messages, Emails, Phone calls, and Verbal walk-ins

  • No single source of truth for issues.

  • No visibility into Issue volume, Resolution timelines, and Repeated incidents

  • Fragmented and scattered material that acted as knowledge base.

  • No SLAs or performance metrics.

  • IT work was reactive, chaotic, and interruption-driven.

  • Budget constraints ruled out enterprise tools like Zendesk.

Urgency: As Kasha scaled across countries and systems became more complex, the lack of structured IT service management was unsustainable and risked operational breakdown.


2) Objective / Success Criteria

  • Objectives

    • Centralize all IT issues into a single intake channel.

    • Create structured ticket queues and ownership.

    • Introduce SLAs and measurable KPIs.

    • Enable end-to-end visibility for requesters.

    • Structure the existing material and build a proper knowledge base organically.

    • Achieve all this with minimal cost.

  • Success Criteria

    • All IT issues submitted via the system.

    • Automatic routing to relevant teams.

    • SLA compliance measurable and improving.

    • End-user satisfaction measurable.

    • Leadership visibility into IT performance.


3) My Role & Ownership - Full Ownership as Regional IT Manager, I:

  • Defined the ITSM framework.

  • Designed the system architecture.

  • Built and configured all workflows.

  • Implemented automations and integrations.

  • Defined SLAs, KPIs, and reporting.

  • Drove user adoption and policy enforcement.

  • Acted as service owner post-implementation

No consultants. No vendor dependency.


4) What I Did

  • Mapped common IT issue types and resolution paths.

  • Designed a standardized ticket structure with categorizations, and classifications.

  • Built an intuitive Google Form as the single intake point.

  • Integrated the form with BusinessMap (formerly Kanbanize) via Make (formerly Integromat).

  • Configured automated ticket creation, routing, and prioritization.

  • Set up separate queues for IT Support, Data, Development, Product, and Infrastructure

  • Built SLA timers and status transitions.

  • Implemented automated email notifications at each ticket stage.

  • Created post-resolution satisfaction surveys.

  • Designed dashboards to track Volume, Resolution times, SLA compliance, and User satisfaction

  • Introduced IT service policies and communicated them company-wide.

  • Iteratively optimized workflows based on usage patterns.


5) Technical Depth

  • Architecture

    • Google Forms for Ticket intake

    • Make (formerly Integromat) for Workflow automation & routing

    • BusinessMap (formerly Kanbanize) for Task tracking & queues

    • Email for User notifications & status updates

  • Capabilities

    • Auto-triage based on issue type

    • SLA timers and escalation paths

    • Ticket lifecycle tracking

    • Feedback collection

    • Historical reporting

  • Design Philosophy centered around Low friction for users, High transparency for IT, and Zero additional licensing costs


6) Results & Impact (Before vs After)

  • Before

    • Chaotic issue intake.

    • IT interruptions throughout the day.

    • No accountability or metrics.

    • User frustration.

    • No visibility for leadership.

  • After

    • Single, structured intake channel.

    • Predictable IT workflows.

    • SLA-driven operations.

    • Clear ownership and prioritization.

    • Improved end-user satisfaction.

    • Leadership visibility into IT performance.

    • Zero additional spend on tooling.

  • Strategic Outcome: IT matured from a reactive function into a measurable service organization, despite budget constraints.


7) Challenges & How I Solved Them

  • User Adoption: Staff preferred informal channels. The solution was to Disable informal acceptance of requests, redirected all issues to the form, and demonstrated faster resolution via tickets.

  • Complexity Without Tools: No off-the-shelf ITSM platform. The solution was, I built modular workflows, Used automation to replace missing features, and focused on outcomes, not tools.

  • Scaling Across Teams: Multiple teams handling tickets. I used auto-routing rules, Clear ownership definitions, and SLA differentiation by issue type.


8) What I’d Do Differently Next Time

  • Secure budget earlier for enterprise ITSM.

  • Introduce self-service knowledge base sooner.

  • Assign a dedicated service manager role earlier.

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