14 years across four organizations — Tech Mahindra, EY, BCG, NetBramha. The same problem kept showing up: teams working hard, leadership flying blind. I close that gap. Not with better reporting, but with infrastructure that actually changes how decisions get made.
Same gap across four organizations — leadership couldn't see what was actually happening. Click each to see how I solved it.
2+ years running 15+ concurrent projects across 50+ people. Redesigned the delivery model, built the tools, and brought the team along.
When I joined, delivery ran on instinct and Slack. No consistent process, no visibility, no way to catch problems early. I rebuilt the operating model from scratch — weekly delivery reviews, RAG tracking, risk escalation paths, client communication cadences. 15+ projects running in parallel now, and leadership can see exactly where each one stands.
Managing CXO, VP, and Director-level relationships across active client engagements. I own the health of those relationships — not just the status updates, but the early signals that a client is drifting or a conversation needs to happen before it becomes a problem. Built a tool to track this systematically so nothing gets missed.
The team was running on five separate tools with no connection between them — resourcing in one place, project tracking in another, performance in a spreadsheet. I consolidated it into a single platform. Resource allocation, capacity planning, utilisation tracking — all visible in one place, updated in real time.
Working directly with junior PMs on the craft that doesn't show up in job descriptions — how to run a difficult client call, how to push back on scope without losing the relationship, how to make a call when you don't have enough information. Building accountability into the rhythm of the team, not just the process.
Nine platforms built from scratch to solve real problems. Each one is live and in use.
The tools changed with each organisation — spreadsheets, ERP, Power BI, custom platforms. But the problem stayed the same: delivery at scale without enough visibility. That's the gap I've spent 14 years closing.
I'm currently looking for delivery leadership roles — programme management, delivery director, resource management, operations. If you're building a team or solving a similar problem, I'd like to talk.