Program governance at enterprise scale
The problem
Enterprise delivery programs running 9–24 months don’t fail on engineering alone. They fail when scope is estimated badly, when the wrong vendor gets selected, or when executives lose visibility and stop trusting the timeline. Across a portfolio contributing $6M of the organization’s $23M+ ARR, each of those needed an owner.
The approach
Partnered with engineering to scope delivery estimates for $500K–$1.5M+ projects, evaluating technology options and sourcing vendors. Owned SOW drafting, project scope, WBS, and RAID logs as the single source of truth, so timelines, status, and SLA parameters never had competing versions. Ran client reviews and internal WBRs with 50+ stakeholders spanning executive, marketing and sales, engineering, and product leadership — and fed 3+ quarterly feature requests from customer feedback into the platform roadmap.
The impact
Delivery estimates and vendor decisions held across multi-year programs, executives kept visibility into milestones and risk through renewal cycles, and customer feedback became platform-level efficiency priorities rather than one-off requests.