Most transformation programmes fail quietly. Mine tend to stick. I help organisations turn strategic ambition into operating models, technology direction and decisions that actually get made, even when the path forward isn't obvious. For the last 15 years, I've worked inside complex, regulated environments across global banking, manufacturing and government. The hard part was rarely creating the plan. It was getting business and technology leaders aligned, building teams that could execute, and making transformation outlast the person who launched it. Some of what that's looked like in practice: • Led global, cross-functional teams of 20+ people, including managers, across banking and industrial organisations • Shaped enterprise strategy, capabilities and technology direction across a global manufacturing organisation • Worked with transformation leaders to shape change and led strategic planning and portfolio governance across a ~4,000-person technology organisation • Redesigned the operating model for an ~800-person infrastructure organisation, strengthening accountability, decision-making and organisational agility • Shaped the ~€80m budget and delivery model for Lithuania's Presidency of the Council of the EU, coordinating execution across 20+ government institutions What I do best is translating strategic ambiguity into practical action - connecting business strategy, capabilities, operating models, technology and investment decisions, and bringing the right people together to move from ambition to execution. I'm interested in senior leadership opportunities where strategy, technology and transformation come together - and where I can take broader ownership for turning ambition into measurable outcomes. Based in Vilnius, Lithuania, and open to opportunities locally and internationally, including roles with hybrid, remote or regular travel arrangements.