The architect
Structure before surface
We care about how things fit together and whether they will hold as the organisation grows: clear roles, sound processes, controls that work, and technology that fits the design.
Why Bigeen
A systems view of how organisations work.
Bigeen works on the systems behind how organisations operate: the structures, processes, capabilities and technology that decide whether work gets done well.
Here is what we believe, how we approach problems, and who leads the work.
What we believe
What we believe about organisational systems.
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Every organisation already has systems.
Some are designed. Most accumulate from habits, workarounds and knowledge held by particular people. The question is whether they still fit how the organisation works now.
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Problems rarely sit where they show up.
A late report may start in a handoff. A quality failure may start in training. Fixing the visible symptom without tracing its cause usually moves the problem somewhere else.
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The parts affect one another.
Strategy, operations, people, quality, technology and data are connected. Changing one without accounting for the others creates new friction.
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A system only works if people can run it.
Documentation nobody reads and software nobody trusts are not working systems. Capability and ownership are part of the design.
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Technology should follow the workflow.
Software can make a sound process faster and a poor one more expensive. The workflow should be understood before it is automated.
How we approach problems
Understand the problem before deciding what to build.
Our seven-stage framework is outlined on the homepage. Three habits sit underneath it.
See the Bigeen Approach-
Look at the work, not the org chart
Before discussing solutions, we look at how work actually moves: who decides, who hands off to whom, and what is written down versus only remembered.
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Diagnose before prescribing
Recommendations come from what the evidence shows, not from a preferred tool or template. Where something is uncertain, we say so.
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Design with the people who will run it
The people who will run a system help shape it, and are equipped to sustain it.
Business systems + digital systems
Why Bigeen works across both.
Organisational change and technology change are often handled separately. One produces a redesigned process on paper; the other produces software built around the old process. Each can be done well and still leave the organisation where it started.
Bigeen treats them as one piece of work. Decisions about process, roles, controls and technology are made together, from one understanding of how the organisation runs.
How we think
Two instincts shape the work.
The sage
Understanding before action
We would rather understand a problem properly than solve it quickly and wrongly. We explain our reasoning, share what we find, even when it is uncomfortable, and help teams build their own judgement.
Leadership
Who leads Bigeen.
Fatima Lawal
Co-Founder and Chief Executive Officer
Bigeen Solutions grew from something Fatima Lawal kept seeing across organisations: capable people, ambitious goals and real opportunities can still fall short when the systems beneath them are fragmented, unclear or unable to scale.
Fatima began her career as a registered nurse, and nearly a decade in healthcare shaped how she thinks about work, systems and execution. She has led clinical teams, built quality assurance and governance frameworks, developed standard operating procedures, designed performance reporting systems and coordinated care across complex departments, in environments where a weak process can quickly affect outcomes.
Beyond healthcare, she has led strategy, research and process improvement work across sectors including oil and gas, retail, tourism, human resources and the nonprofit space.
Across these experiences, she kept finding a similar pattern: many persistent organisational problems are rooted not in a lack of capable people or good ideas, but in how the work itself is structured, supported and executed.
At Bigeen, Fatima leads strategy and client engagement, working across areas such as business planning, market entry, organisational strategy, process improvement and long-term growth planning. Her approach is practical: diagnose what is happening, decide what should work differently, design and build the right system, equip the people who will run it, and measure whether the change is producing results.
“Great organisations should not have to depend on individual expertise or individual heroics to keep things working. Their systems should make good performance repeatable.”
- Education
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- MBA, Valar Institute at Quantic School of Business and Technology
- Behavioural science, Columbia University
- McKinsey Forward Programme
- Product management
- Business analysis
- Sectors
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- Healthcare
- Oil and gas
- Retail
- Tourism
- Human resources
- Nonprofit
- At Bigeen
- Strategy and client engagement
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