A publicly traded global customer experience and BPO company with over 50,000 employees across dozens of markets. Sponsored by the CTO and VP of Transformation PMO. An 18-year veteran with direct accountability for technology and delivery outcomes.
The problem wasn't a single broken thing. Work arrived with no intake process, no prioritization framework, and no standard delivery model. Engineering time was untracked. Tools were fragmented. The portfolio had 60+ competing ideas with no mechanism to sequence or eliminate them. Each layer fixed revealed the next. The engagement ultimately spanned six parallel workstreams.
No Intake Process
Work arrived via email, chat, and executive side requests. No standard mechanism to capture, score, or prioritize before resources were committed.
Spend Was Invisible
Engineering time not tracked against OpEx or CapEx. Leadership had no visibility into what initiatives were consuming resources or whether spend generated returns.
Fragmented Toolchain
Asana and Jira operated in silos with no integration. Planisware running at $172K/year with low adoption. Portfolio visibility was zero.
60+ Ideas, No Filter
An accumulated backlog of competing initiatives with no forcing function to eliminate, score, or sequence them. Every idea consumed attention whether it deserved to or not.
No Delivery Model
No standard methodology. Different teams ran different processes with different vocabularies and no shared model for how work moved from idea to execution.
Teams Built for Handoffs
Engineering structured around functions rather than flow. Creating coordination overhead, unclear ownership, and the friction Agile is designed to eliminate.
Lean Intake System
Lean Intake Canvas with WSJF scoring. Standardizing how initiatives entered the portfolio, scored against business value, time criticality, and risk. Applied to the 60+ backlog, culling it to ~20 prioritized initiatives.
OpEx / CapEx Reporting
Tempo integrated into Jira. Enabling engineering and delivery time to be tracked against OpEx and CapEx for the first time. Surfaced spend that had been flowing without accountability.
Tool Consolidation
Asana stood up as intake and PM layer. Asana and Jira integration built for bi-directional portfolio visibility. Planisware decommissioned. $172K annual licensing eliminated.
Agile Playbook
Full delivery playbook authored across Product, Engineering, Infrastructure, and PMO. Scrum, Kanban, LPM, ceremonies, role definitions, story standards, backlog management.
Engineering Restructure
Reporting lines redesigned to limit handoffs and stabilize teams. Reorienting from functional silos to product-aligned ownership. No headcount changes. Clearer decision rights.
Enterprise AI Rollout
Authored AI usage standards and rollout plan. Surface area for productivity tools mapped against risk posture and contractual obligations to client banks and enterprises.
$172K annual licensing cut
Replaced by Asana and Jira integration with full portfolio visibility. Eliminated a tool with low adoption and no return.
60+ ideas → ~20 prioritized
An unmanaged backlog converted into a sequenced portfolio with explicit scoring rationale.
OpEx / CapEx visibility, first time
Engineering time classified at the work-item level. Initiative-level ROI tracking became possible.
4 functions on one delivery system
Shared intake, shared cadence, shared portfolio view across four functions that had operated in parallel.
Agile playbook deployed org-wide
Lives as the onboarding and governance reference. Not a slide deck, an operating manual.
No-cost engineering restructure
Reduced coordination overhead and clarified decision rights without changing headcount or cost base.