Digital Transformation & Product Leader
Flow, Alignment & Operating Model Design
Breaking silos and enabling cross-functional execution
Many organizations don’t suffer from a lack of talent or effort. They suffer from how work is structured, funded, governed, and coordinated. The result is slow flow, constant escalation, and teams working hard in different directions.
This track focuses on designing operating models that align structure, decision-making, and execution flow—so strategy can move through the organization without getting trapped in handoffs, silos, or approval loops.
My Approach:
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Look at the end-to-end value flow, not just org charts
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Identify decision bottlenecks and structural friction, not just process gaps
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Design clear ownership boundaries across products, platforms, and services
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Align funding, governance, and planning cadence to how value is actually delivered
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Optimize for flow, throughput, and stability, not local utilization
Case Study 1:Redesigning a fragmented operating model in a large bank
A large financial institution had grown through acquisitions and reorganizations. While individual teams were strong, delivery was slow, priorities conflicted, and cross-team work required constant escalation.
Case Study 2: Enabling cross-platform execution in an airline technology ecosystem
An airline was operating multiple critical platforms—customer experience, operations, loyalty, and crew systems—with strong teams but weak coordination across platforms.
What typically changes as a result
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From project chaos → product-aligned execution
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From local team optimization → enterprise flow
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From reactive planning → predictable delivery
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From framework adoption → operating model clarity