• Global Service Transformation & Governance:
  • Led the strategy and execution of a global shift to a single, unified ITSM operating model, driving Global Process Harmonization and enforcement across all digital hubs. to enhance service consistency and compliance.
• Platform Strategy (ServiceNow):
  • Owned the entire platform strategy, budget, and 3?5 year roadmap for the core ServiceNow platform. Directed the integration architecture across multiple critical enterprise systems. Negotiated vendor relationships to secure favourable commercial and service terms.
• Enterprise Service Management (ESM) & Automation:
  • Defined the playbook for global ESM rollout, extending ITSM capabilities (Service Catalog, Automation) to HR, Finance, and Facilities for shared Business Service Centers. Established a Center of Excellence (CoE) to govern citizen development and scale decentralized automation and best practices multiplication.
• Next-Generation User Experience (UX):
  • Led the overhaul of the employee service experience, including a Next-Generation Service Portal Implementation (mobile & web) and Knowledge Management revamp. Orchestrated the deployment of AI-based triage and conversational interfaces to improve process orchestration quality and drive service support satisfaction and deflection.
• Cost Optimization & TCO Reduction:
  • Drove a measurable reduction in the Total Cost of Ownership (TCO) for IT service delivery by maximizing self-service, consolidating regional services, and optimizing licensing models and third-party contracts, directly contributing to IT financial efficiency.

2012?2015: Projects & Portfolio Management (PPM)

Role: Global Head

Tasks:

• Strategic Portfolio Governance:
  • Designed and enforced the Centralized Portfolio Management Office (PMO) Framework, establishing a standardized, data-driven intake and evaluation process for all global project proposals, ensuring alignment with corporate strategy.
• Investment & Budget Allocation:
  • Led the annual strategic planning and budgeting process for IT investments. Managed Quarterly Portfolio Review Meetings with the CIO and Executive Leadership, facilitating data-driven decisions to adjust funding and priorities.
• Value Chain Transformation:
  • Initiated the PPM Transition to a Product Management model, shifting the organization from temporary project execution to managing services over their entire lifecycle, enhancing long-term value realization.
• Compliance & Quality Assurance:
  • Ensured all major digital projects strictly adhered to corporate compliance and internal/external audit requirements.
• Global Reporting Management:
  • Implemented ServiceNow PPM to gain real-time visibility into global IT resource utilization and successfully forecast future capacity and skills needs.

2008?2012: Risk Mitigation & CMDB Integration

Role: Global Change & Release Manager

Tasks:

• Global Governance & Policy:
  • Developed and enforced a single Global Change Management Policy and Procedures, standardizing required approval levels, minimum lead times, and mandatory documentation for all change types (Standard, Normal, Emergency) globally.
• Risk Mitigation & CMDB Integration:
  • Standardized the Risk and Impact Assessment Framework for all changes, enforcing the direct tie-in between the CMDB/Service Map and every Change Request (CR) to enable accurate, pre-emptive and automated impact analysis.
• Centralized Decision Authority:
  • Structured and chaired the global Change Advisory Board (CAB) meetings, serving as the final authority to formally authorize high-risk and non-standard deployments.
• Release Stability:
  • Implemented the Global Release Calendar, establishing a single source of truth for all planned maintenance and deployment windows to prevent unauthorized changes and minimize business interruptions.

1998 - 2008: Execution Governance

Role: Senior Project Manager

Tasks:

• Execution Governance:
  • Led planning sessions to define scope, objectives, and success metrics. Developed and maintained comprehensive, realistic project plans and schedules.
• Financial Discipline:
  • Managed project budgets, rigorously tracking expenditure against forecast, ensuring financial discipline, and justifying all variances to the PMO and steering committee.
• Risk Leadership:
  • Established Proactive Risk Management practices, continuously identifying, analysing, and tracking potential risks.
• Operational Readiness:
  • Guaranteed successful Handover to ITSM, ensuring all required documentation, support models, and monitoring were in place.