Where the delivery spine is coming from.
The backbone I install at scale-ups comes straight from enterprise programs that ran under far harder constraints: more countries, more stakeholders, bigger budgets, and regulated environments.
What each one delivered.
European retail group
Program manager on an AI marketing platform, taking it from PoC toward governed production. Brand-compliant content generation inside real guardrails, with quality gates and 1 named owner per output type. I run the operating cadence across marketing, tech, and AI, and own the delivery plan from roadmap to sprint.
European energy utility
I joined a stalling enterprise program as PMO cover, then took the lead in a critical phase. I rebuilt the plan, consolidated cross-country replanning, and stabilized execution through clearer ownership, reporting standards, and escalation paths. Escalations and overdue actions came down; decisions started landing again.
Global pharma company
Transformation Lead on a €65M S/4HANA program under GxP regulation, 800 to 1,400 people across 7 business functions. I set up the program spine, governance, decision rights, cadence, from the roadmap down to the team backlog. It scaled without governance breaking, and go-live readiness held at team level.
Global consumer-goods brand
Project portfolio manager on €45M of global SAP and data harmonization across 40+ countries. One rollout playbook, applied the same way each time. Cycle time per country fell from 12 weeks to 4, data completeness rose from 30% to 78%, and 20 rollouts shipped.
Pharma·Utilities·Banking·Automotive·FMCG·Energy
more on request
From the programs themselves.
His ability to offer clarity and assurance has enabled me to confidently communicate with my own key stakeholders.Conor-James Donnellan, Senior IT Project Manager, European energy utility
The energy and structure Fabian brought to the team were remarkable.Program leadership, global automotive manufacturer