Led cross-functional transformation and delivery across Customer Success, Payments, Pricing and Compliance domains (up to 4 teams incl. vendor), combining organizational change with accountable execution and strategic alignment. Co-led post-merger integration workstream, redefining roles & responsibilities (RACI) and supporting transition to an updated operating model to stabilize collaboration and decision clarity. Designed and implemented structured governance cadence (leadership forums, decision checkpoints, ROAM-based risk reviews), strengthening accountability and transparency during organizational change. Facilitated stakeholder alignment workshops to surface risks, dependencies and ownership gaps, translating insights into structured mitigation and follow-up actions. Set strategic objectives (OKRs) across streams and introduced structured monitoring cadence, achieving 82% OKR execution and improving alignment between business and delivery priorities. Coordinated multiple delivery streams, ensuring sequencing, dependency management and capacity alignment across internal and vendor teams. Acted as a strategic partner in architectural and roadmap decisions (including legacy-to- modern transition), balancing technical feasibility, business impact and delivery risk. Held end-to-end accountability for delivery outcomes within managed domains, improving lead time (14→10 days) and scaling release frequency (10→50+ annually) through metrics- driven improvement and disciplined execution.

Supported large-scale transformation in an international SAFe environment, focusing on operating rhythm, governance clarity and cross-team alignment. Facilitated PI Planning cycles, including objective alignment, dependency mapping and structured risk identification. Strengthened cross-team coordination by clarifying working agreements and reinforcing planning discipline. Enabled structured reporting and stakeholder transparency through alignment forums and System Demos. Drove continuous improvement initiatives focused on measurable outcomes rather than process compliance. Supported Product Owners and team leads in prioritization and decision-making aligned with business objectives. Identified systemic bottlenecks and initiated corrective actions to improve delivery flow and predictability. Impact: Delivery predictability improved by 36pp | Lead time reduced 12→8 days | Increased alignment between business and technology functions.

Built and structured the commercial function of a growing software company, aligning revenue generation with delivery capability and governance discipline. Designed and implemented sales operating model (roles, targets, reporting rhythm, performance tracking). Introduced structured workflow management (Kanban, pipeline reviews, planning cadence) to improve transparency and execution discipline. Created executive-ready proposals and presentations, translating client requirements into structured scope and delivery assumptions. Collaborated with technical leadership to align commercial commitments with operational capacity and risk assessment. Negotiated contracts and managed structured handover from sales to delivery, reducing cross-functional misalignment. Supported process standardization to enable scalable growth of the commercial function

Engineering Manager

Bottega IT Minds

2025

Credential ID: fcefaecd-326f-4f51-a724-e06be51948b5