Enterprise Product Delivery

Work / Enterprise Product Delivery

Enterprise delivery

Senior product manager at a digital product consultancy from 2020 to 2026, owning end-to-end delivery on large enterprise programs across QSR, rail logistics, and supply chain.

Six years of enterprise product delivery

Senior product manager at a digital product consultancy, leading multi-vendor enterprise programs for large operators across QSR, rail logistics, and supply chain.

What I did

From 2020 to 2026 I was Senior Product Manager at a digital product consultancy, owning end-to-end delivery on enterprise programs where the stakeholders span ops, IT, security, procurement, executive sponsors, and multi-vendor partners (AWS, client engineering, external consultancies). The throughline across engagements: translate enterprise complexity into a delivery roadmap, run cross-functional teams to ship it, and leave the client with the documentation, training, and process to operate it themselves.

Programs I led

Supply Chain Transformation · National QSR: led product delivery for a large multi-vendor program consolidating multiple legacy restaurant systems into a single pane of glass for supply-chain visibility

Enterprise rail customer concierge pilot: delivered a secure, compliant, AI-assisted customer concierge platform for enterprise rail shippers; shipped a month ahead of a four-month scope with zero critical defects

Partner Integrations and EDI: end-to-end integration + lifecycle playbook for onboarding external partners with automated data feeds, validations, and runbooks

How I work

Value-based discovery first. Quantify pain, cost-of-inaction, and measurable success criteria before proposing a solution. Most of the cheapest wins come from not building the thing you originally scoped.

Phased delivery against enterprise constraints. Security, compliance, and integration constraints aren't reasons not to ship; they're inputs that shape sequencing and the test plan.

Multi-vendor coordination. Most of these programs have multiple delivery partners in the room at once. Clear ownership, decision logs, and RAID discipline are what keep the room productive instead of political.

Sustainable handoff. Documentation, recorded trainings, and transition plans, so the client owns the operating model, not the consultancy.

What this experience equipped me for

Running large, ambiguous, high-stakes product programs end-to-end: discovery, requirements engineering, multi-vendor coordination, stakeholder alignment, agile delivery, and operationalization. Translating enterprise complexity into a roadmap that ships.