Flagship · Current seat
The programme office that made AI programmes survive handoff
Buying models is cheap. Absorbing them across four continents of client work is where programmes die — usually in the silence between strategy and sprint.
Lead outcome
23%
efficiency I unlocked via PMO frameworks
Focus
What I owned
I built and run the PMO: governance, capacity, risk, reporting, and the rituals that force a named owner before anything ships. Strategy → executable programme → production with receipts.
Narrative
When I joined Kreeda Labs in 2022 as Program Manager for Products & Services, delivery lived in heroics — talented engineers, thin programme scaffolding. My job became installing the boring systems that keep AI work alive after the demo.
I introduced the planning, reporting, capacity, and risk cadence the portfolio runs on today. Cross-functional stakeholders get one story: what we committed, what slipped, who owns the next gate. That is not marketing language — it is how I spend my weeks.
Promotion to Head of Programme & Operations widened the seat: strategic initiatives, multi-platform delivery, and the hiring pipeline that keeps the machine staffed. The metrics that moved are the ones I can defend in a steering committee.
Name an owner before the model
No workstream enters production without a human accountable for the moment of trust — kill criteria included.
Measure the portfolio, not the sprint theatre
Efficiency and completion are programme outcomes. Velocity without absorption is noise.
Hire for ownership, train for the stack
I own end-to-end technical recruitment because capacity risk is programme risk.
23%
efficiency I unlocked via PMO frameworks
32%
completion lift under that system
Multi-team
programmes I oversee end-to-end
Hiring
end-to-end technical recruitment I own
Next step
Want the confidential layer — names, constraints, steering artefacts? That conversation stays over email.
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