Head of Portfolio, Change & Performance, a global brewing & consumer goods enterprise
€12bn+ revenue · 20+ markets · 15k+ employees
An AI-native project delivery platform, alongside board and investor work
Strategy alone doesn't deliver change. Organisations need decision mechanisms, governance, tools, data, and clear accountability that make execution possible. My work sits where technology, transformation, and organisational design meet.
AI and data run underneath the whole chain
The keywords, without the keyword-stuffing.
Turning strategic ambition into coordinated portfolios and executable change.
Prioritisation, investment decisions, capacity, governance, and performance visibility.
Roles, structures, processes, and decision rights an organisation needs to actually perform.
Applying AI to automate, guide, and improve real knowledge work, not another chat window.
Building the organisational conditions that make transformation stick, rather than announcing it.
Decision forums, performance visibility, escalation, and accountability that leadership can trust.
What I've actually designed, not just what I was responsible for. Organisation and programme details are kept confidential by design.
Operating Model Lead / Portfolio Leader
Designed a common system for prioritisation, governance, investment, and delivery oversight across business and technology change.
Head of IT Transformation
Redesigned how a technology organisation structures, governs, and funds delivery, moving from temporary project teams producing outputs, to persistent product teams owning outcomes.
Transformation / Change Leader
Built the governance, readiness, and transition mechanisms required to mobilise transformation at enterprise scale, across a distributed change network.
Founder, AI delivery venture
Designing an AI-enabled platform that rethinks how project teams plan, govern, and deliver work, including an AI gate that challenges business cases before they're funded, and an AI virtual PM embedded in day-to-day delivery.
Most organisations are adopting AI into delivery backwards, bolting it onto slides and status reports. The real leverage is upstream, in the gates where money is committed and the cadence where decisions get made. That is where I put it.
The leverage is upstream, in the gates that release funding and the cadence that governs delivery. Bolting AI onto status reports changes nothing; inserting it where money is committed changes everything.
An LLM-driven gate stress-tests every business case against assumptions, risk and history before a dollar commits. The cheapest fix to a bad investment is to never fund it.
AI raises the bar for the conversation; humans still own the money. The point is to make weak assumptions visible before the money commits, not to automate the decision.
Twenty-plus years, one throughline: turning delivery chaos into a governed, adopted system.
2025–Present
Global brewing & consumer goods enterprise
Own an enterprise-facing function spanning portfolio governance, change adoption, and performance control across a multi-market technology & transformation agenda.
2024–2025
Same enterprise, prior mandate
Delivered as part of a large-scale ERP transformation, focused on value realisation across a multi-market rollout.
2021–2024
Global business-services & fintech operations firm
Led the shift from a project-led to a product-led delivery organisation: new operating model, new governance, new ways of funding work.
2018–2021
Global IT services firm
Ran multinational service transitions and led a large multilingual service delivery team, shaping IT decisions across enterprise clients.
2013–2018
Operational & consortium roles, Italy
Led multi-workstream change programmes and operational improvement initiatives across consortium and industrial settings.
2008–2013
Industrial & technology clients, Italy
Managed end-to-end project delivery, building the governance and adoption discipline that underpins the work above.
2003–2008
Italy
Began in operational leadership: running teams, processes and delivery in fast-moving operational environments.
Ventures & advisory
Founder
AI-native project delivery platform.
Non-Executive Board Member
Real-user testing of products, instructions, and digital flows.
Investor
Early-stage investing.
From ambiguity to execution.
Understand the system, constraints, and the real problem.
Build the operating model, governance, and decision architecture.
Create ownership, capability, and execution mechanisms.
Establish visibility, cadence, accountability, and intervention.
Automate what works, simplify what doesn't, improve continuously.
The next shift is not more transformation programmes: it is AI inserted into the decision points themselves: the gates that release funding, the cadence that governs delivery, the data that judges outcomes. Organisations that govern AI at those points will compound; those that bolt it onto the edges will not.
The formal side of a practice built mostly through delivering.
Joe is the rare operator who can hold the strategy and the delivery in the same hand. Our portfolio stopped duplicating work within a quarter of him arriving.
He built the operating model, not just the plan. Two years on, the cadence he installed is still the one running the portfolio.
