The complaints did not disappear. The system for handling them did. In a case Seargin describes, a global headquarters retired its old complaints platform without providing a replacement. Local factories still had customers, agents and problems requiring answers. Somewhere between a central decision and a local working day, an ordinary business process had lost its home.
- The work: SAP transformations, data and AI, industrial engineering and ongoing IT support.
- The buyer: enterprises whose systems must keep working through complicated change.
- The useful distinction: Seargin can own a delivery scope or supply specialists to an existing team.
It is a useful introduction to Seargin because the predicament is so wonderfully unglamorous. Nobody needed a new vision of the future. They needed a place to put a complaint, a way to see who owned it, and a warning before the deadline passed.
01 / First, give the complaint a home
Seargin assigned a business analyst and a Jira engineer, held requirements workshops and mapped the complaint routes. Its replacement used Jira ITSM Cloud, with custom fields, access controls, notifications and escalation rules. Dashboards exposed ticket volumes and backlogs. The work combined understanding the process with configuring the software that would carry it.
The lesson is portable: before removing a system, account for the work it contains. The same discipline applies to an ERP migration or a business separation. Someone must know which records move, which people need access, and who answers when the new arrangement stops behaving.
Seargin’s enterprise practice covers precisely that territory: SAP S/4HANA implementations, global rollouts, data migrations, finance, warehouses and application support. Its appeal is continuity across these jobs. The people selling the roadmap can also be responsible for implementation and the operating arrangement afterward.
A pharmaceutical ERP case shows the coordination involved. The overall program covered 39 country rollouts in less than four years and more than 10,000 users. Seargin describes contributions to design, rollout management, business-warehouse architecture and shared supply-chain and master-data solutions. Those details matter because a global template has to survive contact with local operations. Standardizing the records and reporting was part of the implementation itself, alongside the less visible decisions about processes, responsibilities and how information would travel.
and ownership
and connections
and improvement
An editorial view of the responsibilities connecting Seargin’s services.
02 / Twenty-two seconds. Then what?
A support desk gives this proposition a stopwatch. Seargin’s manufacturing support case describes hundreds of users across nearly a dozen factories, with follow-the-sun coverage extending through weekends. Its team captured knowledge from internal stakeholders and measured answer time, ticket aging and resolution at first contact.
Seargin reports a 22-second average answer time and 69% first-time call resolution. Read those together. Speed gets someone on the line; resolution determines whether the same person needs to call again. Weekend tasks also helped work down the queue. This is an operating model assembled from staffing, shared knowledge and visible measures.
Average answer time
First-time call resolution
A 2021 company retrospective put the principle plainly: abandoning fire fighting and focusing on governance and communications model, and setting clear priorities instead
. The interesting ambition is to make the service predictable enough that heroics become less necessary.
03 / The deadline moves. The licenses must follow.
Another case concerns an unnamed Siemens spin-off. Separation meant transferring software licenses, installing management tools and creating rules for procurement and compliance. Then the deadline moved forward by a month. Seargin says the licenses were transitioned before cutover, with Matrix42 and OpenLM supporting the new setup.
Here the difficult object was a contract as much as a computer. Legal teams, technical staff and the new company’s management had to agree on what could run where. The practical takeaway is to put software ownership into the separation plan early. A functioning application can still have a licensing problem.
The difficult object was a contract as much as a computer.
The software side of a corporate separation
04 / From a car body to a search query
The engineering work adds an unusual dimension. In one automotive case, Seargin describes a robotic scanning head with multiple cameras and optical markers, reporting 0.1 mm accuracy across an eight-cubic-metre volume. Another inspection project used machine learning to identify defects inside cylindrical engine components, completing scanning and analysis in under 30 seconds.
Its AI work also reaches the less visible interior of a company: documents and databases. An enterprise search project combined retrieval with language-model responses, using Llama 3 models through AWS Bedrock. Relevant material was retrieved before the model composed an answer; model size varied with the query’s demands.
These are different technical disciplines. Their shared commercial purpose is to fit technology into an existing operation. For a buyer, that suggests starting with an inspection tolerance, a retrieval task or a workflow bottleneck. A dependable input and a measurable outcome make a more useful brief than an instruction to add AI.
05 / The warehouse is the classroom
Specialist delivery needs specialists. Seargin’s 2024 SAP Academy account described 14 participants across Polish and Spanish teams. Some travelled to New York to support a food-industry client alongside senior consultants, working with SAP Extended Warehouse Management.
Their tasks included monitoring resources, checking inventory and helping users with stuck transactions. This makes the training idea concrete: teach the system in the company of people who depend on it. Seargin’s lighter side surfaced in its 2024 office Olympics, where 17 participants competed in events including chair racing and paper-airplane throwing. The internal IT team took the podium.
06 / Buying responsibility has conditions
Co-founder Jakub Wojewski’s October 2026 interview traces the business to 2014 and three employees. He describes building it with his partner’s and his own earnings. Today, the company competes for enterprise work against firms including IBM and Accenture.
Its business model offers two choices: commission a defined project or service, or bring specialists into your team. The distinction matters. Buying capacity leaves the client managing the work. Buying delivery requires an agreed scope and clear accountability.
There is a published budget for one proprietary effort: the AI Professional Assistant, intended for recruitment and career development. Project value is PLN 10.59 million, including PLN 5.32 million from European Funds. Those are R&D figures, separate from customer engagement fees.
The buyer’s test is practical. Can you define the process, provide access and name the person who can settle disagreements? Without those conditions, another delivery team inherits the confusion. With them, Seargin’s proposition becomes easy to understand: carry the work from an approved plan into a system people can use.