Directed enterprise cloud/infra programs under SOW‑driven delivery, owning scope, dependencies, and financial governance (forecast vs actuals; variance commentary to leadership). Ran executive SteerCo with options & trade‑offs, de‑risking schedule/cost via change controls and CR alignment; embedded audit‑readiness (ORA, CMDB, monitoring baselines). People leadership: Built pod‑lead ladder and mentoring cadence; calibrated performance inputs for key contributors to improve throughput and cross‑vendor alignment. Partnered with Finance/Supply Chain/Programs/People to prioritize platform backlog, map budget vs. forecast, and control run‑rate; rationalized vendor contracts and rate cards. Converted discovery into solution options, BoM guardrails, and exec‑ready proposals, ensuring clean presales → delivery transitions. Commercials: aligned billing milestones, tracked burn vs forecast, and enforced scope/change control to protect margins and customer outcomes. Presales → Delivery: validated estimates/assumptions, identified cross‑stack dependencies (API/webhook, data, identity), and set acceptance criteria & exit gates. Stakeholder interface: CIO/CTO/CISO staff communications, SteerCo packs, risk heatmaps, options/trade‑offs; ensured sales, product, support, and partner alignment. Mentorship (no line reports): coached PMs/Leads on run‑rate visibility, UAT exit rigor, cutover rehearsals, and benefits tracking.