On the program side, the work is governance, vendor selection, budget ownership and risk management across a portfolio of parallel projects — turning ambition into a release calendar that holds, across brands, countries and agencies.
Program & Portfolio Management
Running several strategic projects in parallel without losing sight of which one actually matters most this month.
Stakeholder Management & Influence
Keeping business, product, engineering and agency stakeholders aligned — with no formal authority over most of them.
Vendor Selection & Partner Management
Running the RFP, picking the partner, then making the relationship actually work for years — not just for the pitch.
Budget & Resource Management
Owning build and run budgets, and defending trade-offs when scope, time and money don't all fit.
Technical Fluency & Architecture Support
Reading architecture and delivery decisions closely enough to challenge them, without claiming to be the engineer in the room.
International & Multi-Brand Scaling
Rolling out one operating model across multiple countries, languages and brand identities — adjusting it, not forcing it.
Risk, Recovery & Compliance
Noticing a launch is at risk early enough to still do something about it, and holding the accessibility and security line under pressure.
Process Design & Operating Model
Designing the operating model from a blank page — governance, cadence and decision rights — when none of it exists yet.
