Deliver with Discipline
Strategy is worthless without delivery. I run modernization the way product and engineering teams actually work — Agile at scale, epics to stories, with relentless attention to scope, schedule, dependencies, and adoption.
A roadmap that can’t ship is a wish list. Delivery is where I’ve spent the most years and earned the most scars — turning a multi-year vision into working capabilities, increment by increment, while holding the things that quietly sink programs: scope, schedule, dependencies, and adoption.
The questions this answers
- How do we turn the roadmap into shippable increments instead of a multi-year cliff?
- How do we manage scope, budget, schedule, distributed resources, dependencies, and critical path across workstreams?
- How do we govern risk, issues, and vendors as build-vs-buy plays out?
- How do we drive change so the new tools are adopted, not shelved?
How I work it
Hands-on Agile at Scale (SAFe-aligned), running epics → stories → requirements through the Atlassian toolchain, with integrated program planning across workstreams. Change management on the Kotter model — I bring the frontline to the design table early, because the people who do the work own the adoption. Disciplined risk and issues management, vendor governance against performance, and delivery across distributed and offshore teams and time zones.
What good looks like
Predictable delivery of working capabilities; transparent status and honest tradeoffs; risks surfaced early instead of discovered late; and new tools that get used — adoption, not shelf-ware.
Built on 10+ years of program-managing multi-year enterprise initiatives, leading offshore operational teams across Japan, Mexico, India, and the Philippines, $50M+ delivered, and four CLEC M&A integrations.