Senior IT Delivery and Transformation Manager

I own the strategic IT portfolio for the wealth management technology division, managing a budget above USD 17 million. I line manage 12 project managers, setting objectives and delivery KPIs while providing coaching, feedback, and performance reviews.

I lead a distributed organisation of more than 60 developers, QA engineers, and specialists across the United States, India, and Romania. I led a platform modernisation that migrated around 924 processing jobs over seven waves and delivered 29 production go-lives in ten months, completing the full migration by February 2026 before warranty and production-support handover.

I established delivery governance covering release calendars, RFC and CAB workflows, architecture sign-off, production-readiness gates, and escalations. I also consolidated work intake through ServiceNow and Jira, led the retirement of a 20-year-old data platform, and drove AI tool adoption across the project management team.

I built a technical delivery organisation from zero to 65 people in two months and to 200 people within a year, while operating against a live regulatory deadline. I managed an organisation ranging from 180 to 198 people across eight major projects, around 20 parallel initiatives, and more than 25 monthly business-as-usual requests.

I line managed squad leads and coordinated steering committee reporting with executive sponsors. I owned client accounts end to end, including service levels, quality, margin, forecasting, utilisation, and contractual and commercial relationships with external portfolio clients, including Stellantis.

I delivered enterprise document management across the branch network, digitising 90,000 loans for 600 users across 100 branches and 20 departments. I managed the full programme lifecycle from business case development through RFI, RFP, vendor negotiations, SLA design, delivery, and adoption.

I reduced document turnaround time by 80 percent and generated more than EUR 200,000 in programme savings. I also led scaled Agile delivery with PI planning across business and technology workstreams.

I served as project manager and product owner for Romania's first fully digital mortgage origination system, leading the initiative from discovery and MVP development through branch-network adoption. I owned the product backlog, facilitated sprint cadence, and selected release content jointly with business and IT stakeholders.

I gathered requirements through workshops involving IT, Risk, Legal, Operations, and branch teams. I completed the operational handover with defined owners, service levels, training materials, and an implementation playbook.

I managed the migration of the financial evaluation system from Moody's to ICAP during a bank merger. I led 12 specialists in Bucharest alongside a peer project manager and a team of 12 in London, where I was based for one year.

In addition to migration delivery, I led 10 relationship managers and 10 credit analysts supporting the large corporate portfolio. My responsibilities covered team leadership, corporate banking operations, and risk management.

I held branch management and corporate banking positions, managing a branch of 60 to 65 employees that ranked third in the Banca Transilvania network. I held a personal credit approval limit of EUR 500,000.

I owned branch P&L performance, credit risk, and daily operations while leading, developing, and coaching branch teams. These roles built my commercial, operational, and financial-management foundation before moving into technology transformation.