My experience spans FMCG/manufacturing and regulated financial services, with a focus on accountable teams, operational readiness and measurable performance.
Head of D&T Change, Portfolio & Performance
Global brewing and consumer goods group, Polish operating company
Warsaw, Poland · May 2024 – Present
€10M+ annual portfolio governed
Strategy alone doesn't deliver change. Organisations need decision mechanisms, governance, tools, data, and clear accountability that make execution possible. My work sits where technology, transformation, and organisational design meet.
AI and data run underneath the whole chain
The keywords, without the keyword-stuffing.
Governance for shared services, service performance, portfolio transparency and SLA ownership, including new shared-services office design and build.
Translating business priorities into demand, portfolio choices and delivery roadmaps, interfacing with Business, Finance and IT.
Prioritisation, capacity and demand, planning, risk management, reporting, benefits tracking and audit readiness.
Contract optimisation, commercial controls and supplier performance management.
Building high-performing, accountable and psychologically safe teams, leading through ambiguity and organisational change.
Identifying and deploying AI-assisted and automated solutions for routine workflow processes to reduce cost and improve quality.
What I've actually designed and delivered. Employer and client identities are kept private by design.
Head of D&T Change, Portfolio & Performance · Brewing and consumer goods
Established a PMO / Governance Centre of Excellence, including stage-gates, artefacts, assurance routines and KPI definitions, to govern a €100M+ annual portfolio with executive-ready reporting.
Head of D&T Change, Portfolio & Performance · Brewing and consumer goods
Built a business-partnering demand intake and evaluation workflow with clear prioritisation criteria, and integrated portfolio reporting across delivery systems for real-time scope, schedule, financial and risk visibility.
Head of Transformation / PMO Lead · International financial services (UK, regulated)
Owned enterprise governance and reporting for a multi-year change portfolio across Technology and Operations, and led delivery of a large fixed-cost programme with a sizeable internal-plus-vendor delivery team.
Service Transition & Project Manager · Global IT services, financial services clients
Delivered global service transitions under ITIL and PMI governance, coordinating cross-functional teams across service management, security, infrastructure and applications.
I apply AI and workflow automation across PMO and business-partnering processes, such as demand intake, reporting and quality checks, to cut manual effort while improving consistency and output quality, not to replace the judgement behind investment decisions.
Demand intake, reporting and quality checks are good candidates for AI-assisted and automated workflows: repeatable, verifiable and time-consuming. Investment and funding decisions stay with accountable people.
Models can make mistakes. AI-assisted outputs are reviewed before they reach governance, and accountability for the decision stays with the people who own the budget.
The aim is less manual effort and steadier quality in PMO and business-partnering processes, with challenge kept constructive and proportionate to the decision at hand.
Twenty-plus years across FMCG/manufacturing and regulated financial services, building shared services, PMO governance and delivery operating models.
May 2024–Present
Global brewing and consumer goods group, Polish operating company · Warsaw, Poland
Own the D&T operating model covering shared-services governance, business partnering, PMO standards, financial control, performance reporting and change governance. Delivered as part of a large-scale ERP transformation early in the mandate, focused on value realisation across a multi-market rollout, before taking full ownership of the function.
Jul 2021–May 2024
International financial services group, UK (regulated environment)
Owned enterprise governance and reporting for a multi-year change portfolio across Technology and Operations, and led delivery of a large fixed-cost programme, building a central PMO capability supporting multiple business units.
2018–Aug 2021
Global IT services provider, financial services clients
Delivered global service transitions under ITIL and PMI governance, coordinating cross-functional teams across service management, security, infrastructure and applications.
2013–2018
Industrial consortium, Italy
Led multi-workstream change programmes and operational improvement initiatives across consortium and industrial settings.
2003–2013
Italy
Progressed from operational leadership into project and delivery management across industrial and technology clients, building the governance and adoption discipline underpinning later transformation work.
Additional experience
2017–2018
Consumer services venture, Poland (concurrent)
From ambiguity to execution.
Understand the system, constraints, and the real problem.
Build the operating model, governance, and decision architecture.
Create ownership, capability, and execution mechanisms.
Establish visibility, cadence, accountability, and intervention.
Automate what works, simplify what doesn't, improve continuously.
The next stage of this work is applying AI more deeply inside PMO, shared-services and business-partnering workflows: demand intake, reporting, quality checks and forecasting, so governance runs faster without losing human accountability for the decisions that matter.
The formal side of a practice built mostly through delivering.
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