Boris M.-Delivery & Program Manager

• Owned delivery of complex, multi-team initiatives in enterprise and regulated environments, coordinating parallel workstreams and senior stakeholders.

AVIV Group – Predictable Multi-Team Delivery in Product & Engineering

• Owned end-to-end delivery across multiple products and engineering teams, aligning execution, dependencies, timelines, and stakeholder expectations in complex environments.
• Proactively resolved delivery blockers and systemic risks, resulting in a 30% improvement in delivery predictability within one quarter.
• Built and maintained strong relationships with senior stakeholders to ensure alignment, fast decision-making, and continuity across initiatives.
• Identified, tracked, and mitigated delivery risks (budget deviations, timeline slippage, cross-team dependencies) across multiple concurrent initiatives.

Euroclear – Delivery Governance in a Highly Regulated Environment

• Owned delivery coordination across 6 internationally distributed engineering teams, aligning delivery plans, dependencies, and regulatory constraints.
• Established scalable delivery governance in collaboration with PMO, introducing OKR-driven planning and a clear strategic cadence for cross-team alignment.
• Reduced parallel, ad-hoc initiatives by 25% over two quarters, improving focus, prioritization, and delivery flow.
• Improved production stability by reducing critical bugs by 25%, increasing delivery confidence in high-risk environments.
• Increased overall delivery efficiency by 20% and team satisfaction by 15% over two consecutive quarters.

Solvay – Lean Delivery in a Global Digital Transformation Program

• Owned delivery for three cross-functional teams within a global digital transformation program, operating under strict compliance and regulatory constraints.
• Stabilized delivery by standardizing flow, clarifying delivery roles, and embedding actionable delivery metrics (Cycle Time, WIP, Lead Time).
• Reduced lead time by 18% and increased user satisfaction by 22% within four months, without disrupting core business output.
• Reduced overall delivery risk exposure by 30%, strengthening stakeholder trust in delivery stability and execution.
• Maintained clear, transparent communication on delivery status, risks, blockers, and priorities with executive and product stakeholders.

• Led delivery for two cross-functional teams, ensuring predictable execution and alignment with product and business goals.
• Improved delivery cadence and throughput, reducing delivery cycle time by 25% through incremental process improvements.
• Contributed to scaling delivery practices across the organization in collaboration with product and engineering leadership.

• Led delivery for two teams during early product growth, ensuring predictable releases and alignment with business objectives.
• Managed release processes and delivery reporting directly to the CEO, providing visibility and escalation when needed.
• Aligned delivery priorities with product management to support early market traction.

• Led delivery for two cross-functional remote teams, ensuring alignment on priorities, scope, and execution.
• Established and maintained clear delivery documentation to support transparency, coordination, and handover.
• Supported onboarding and stabilization of new team members, contributing to consistent delivery flow and predictability.

• Delivered business requirements and functional specifications for e-commerce initiatives.
• Supported end-to-end delivery through requirements definition, testing, and stakeholder coordination.
• Acted as a bridge between business and engineering teams in a large enterprise environment.