A board-approved five-year technology strategy.
Eight weeks from first principles to board approval — a technology strategy spanning talent, cost, infrastructure, SDLC modernization, and the company's response to sovereign-cloud regulation.
A modernization roadmap — with savings tracked for a year after.
A three-year technology modernization roadmap for the CIO — six workstreams from operating model to talent — with the savings tracked through an outcome-based engagement over the following twelve months.
A DevSecOps practice, built from scratch.
Stood up a DevSecOps practice from a blank page at a top North American bank — a dedicated leader hired, a playbook written, and an adoption campaign that delivered significant savings and operational improvement.
A GenAI helpdesk that cut call volume by 30%.
Deployed a conversational-AI assistant on the IT helpdesk and attacked the root causes behind the queue — 30% call deflection, with the costliest call type, password resets at ~$11 a call, moved to self-serve.
Cost out, developer satisfaction up — under a PE mandate.
Engaged by the company's private-equity sponsor to take cost out of engineering — developer ratios, ways of working, cloud FinOps, backlog prioritization — then coached developer productivity and agentic-SDLC practices. Developer satisfaction rose through the change.
A five-year pivot from maintenance revenue to SaaS.
Reset the software portfolio strategy to shift the revenue mix from maintenance to SaaS — then unblocked adoption of the flagship next-generation ERP product by interviewing customer CIOs and building proprietary upgrade-diagnostic tools.
From selling licenses to growing adoption: the Cloud Success Manager model.
Designed the Cloud Success Manager model for the SaaS era — converting sales and support roles into CSMs incentivized on feature adoption, and wired in as the product organization's eyes and ears.
Reliability and security, adopted one live sprint at a time.
A nine-month SRE and DevSecOps transformation across every core development business unit — Google SRE practices, STRIDE threat modeling, and a hardened CI/CD pipeline, adopted live, pod by pod.
Taking the Amazon threat seriously — then shipping the answer.
A deep study of the Amazon threat — grounded in blind expert interviews — turned into a shipped response: a new developer hub, modern master-data strategy, a partner API marketplace, and a rebuilt recommendation and checkout experience.
Two captive centers, one cost structure reset.
A multi-lever shared-services cost program, headlined by standing up two offshore captive centers — IT in India, the contact center in the Philippines.
A three-year IT strategy, syndicated before it was announced.
Worked directly with the CIO to build a three-year IT strategy — developed in structured problem-solving, syndicated across the leadership team, and carried into execution.
An IT operating model with the bureaucracy taken out.
Redesigned the IT operating model of a large retailer — clearing the accumulated process and governance layers that were slowing delivery, and rebuilding around modern ways of working.
Read the case studyAn 18-month structural cost transformation.
An 18-month cost-transformation program with the CIO — two major strategic sourcing deals, portfolio optimization, and an Agile operating model — delivering annual run-rate savings that were structural, not one-time.
Deal scoring that moved the margin.
Rebuilt the B2B sales-incentive program and put statistics behind every deal — CHAID-tree deal scoring across the variables that actually predict margin. Outcome-based, and it paid.
S/4HANA delivered on target — value assured from RFP to go-live.
Ran the PMO and value assurance across the full S/4HANA program — from initial RFP through business-case delivery — with a KDD council for fast executive design decisions and strict control of customizations, budget, and integrations.
A cloud migration factory, not a cloud migration project.
A best-practice cloud architecture playbook, a full application inventory scored on the 5Rs, and a global factory operating model — with external partners — to migrate at scale under control.
Every server measured, every application owner accountable.
A usage-optimization and modernization strategy for the legacy VM and data-center estate — detailed usage tracking across every server, and a change-management campaign that put compute and storage optimization in application leaders' hands.
Educating a board on the EV transition — then deciding what to do about it.
A board-grade study of how electric vehicles reshape the market — expert interviews, a dedicated research team, and a 60-page report the CEO presented to the board — followed by a strategy workshop to make the key decisions.
Getting a public-sector S/4HANA program safely to go-live.
A year of value assurance across the stages of a state government's S/4HANA program — through launch preparation, change management, and training in the run-up to go-live.
The agentic AI foundation for a Fortune 25 enterprise.
Designed and stood up the enterprise agentic-AI architecture — a central LLM gateway, MCP runtime, skill and agent registry, AI FinOps, an agent-building factory — and an enterprise-ready agentic SDLC running software delivery end to end.
A new CIO's three-year strategy — and the operating model to deliver it.
Helped a newly appointed CIO set his three-year strategy, rebuild the operating model and governance rhythm, refresh and expand his team, and move from stabilizing operations to launching transformation.
An S/4HANA implementation bid, cut by a third.
Ran a disciplined RFP across three major systems integrators for an S/4HANA program — and reduced the selected SI's quoted cost by roughly a third.
An AI email agent, in production in six weeks.
Delivered a Salesforce-based email AI agent from pilot to production in six weeks — handling 150+ emails a day with 90%+ accuracy as rated by human-in-the-loop agents.
Helping technology leaders become better financial stewards.
An ongoing partnership with the IT CFO — building a Finance Portal and changing day-to-day behavior, with one goal: make IT finance simple, easy, even fun, so technology managers become better financial stewards.
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