Fractional Programme Director
Provide senior direction without adding a full-time executive role. Align teams, vendors and sponsors around a credible plan for SAP S/4HANA, ERP and wider digital transformations.
Fractional leadership · Transformation risk · Programme recovery
When the plan looks green but confidence is fading.
I help executive teams bring control, clarity and momentum to high-stakes SAP and enterprise transformations. Step in with experienced programme leadership or an independent view of risk.
Senior leadership, when it mattersSingapore-based. Available for fractional, contract and advisory assignments across Singapore and internationally.
35+ yearsLeading complex technology change
$500M+Portfolio value overseen
800+People across global teams
15+SAP implementations delivered across 15+ countries
Where I make a difference
Clear leadership for programmes under pressure.
Bring me in for a defined outcome: strengthen delivery, recover a programme, or give sponsors a clear independent view of risk.
Programme turnaround
Stabilise troubled or stalled initiatives. Find the real causes of delay, reset priorities and governance, then lead a recovery plan that teams can execute.
Independent transformation risk review
Give boards, executives and sponsors an evidence-based view of delivery health, cutover readiness, vendor exposure and decisions that need attention. Reviews are kept separate from delivery work on the same programme, so the view stays independent.
Portfolio and PMO governance
Build practical oversight across programmes: transparent reporting, meaningful escalation, decision rights and controls that help leaders act early.
Fractional APAC leadership
Help overseas B2B companies build regional presence and execution in Singapore and Asia Pacific, before committing to a full local organisation.
How I work
Make the facts visible. Then move.
Delivery problems rarely improve through another status meeting. I work with the people doing the work and the leaders accountable for the outcome.
01
Get to the evidence
Check scope, plan, dependencies, data, decisions and team capacity. Separate reported progress from demonstrated readiness.
02
Name the exposure
Make delivery, vendor, people, data and cutover risks understandable, owned and connected to business impact.
03
Set the next moves
Agree the smallest set of actions and decisions that will restore control, with owners and dates attached.
04
Keep accountability close
Run a steady decision cadence, surface change early and keep sponsors connected to delivery reality.
Selected delivery moments
Experience earned in the difficult parts.
Examples from large programmes where clear judgement, practical leadership and early intervention mattered.
Cutover risk · Enterprise SAP
A $20M go-live paused before cutover.
Two weeks before launch, a vendor reported 98% completion. A closer review surfaced more than 40,000 data exceptions. The go-live was stopped, the issues were addressed, and the programme later launched successfully.
Global transformation · Automotive
Leading a $60M retail transformation.
Led a four-year digital programme across 13 countries, coordinating a 300+ cross-functional team and an ecosystem spanning SAP, Salesforce, Azure and bespoke platforms.
Programme recovery · Team stability
Rebuilding delivery after a sudden team exit.
After 28 of 40 team members left within a week of knowledge transfer, stabilised the remaining team with a focused 30/60/90-day recovery plan.
Deadline recovery · SAP
Replacing a failed custom-system path.
When a custom solution could not meet a hard Y2K deadline, led an SAP implementation delivered in about five months, helping the business stay operational through a critical transition.
Experience
Enterprise scale. Hands-on delivery.
More than 35 years across technology, consulting and transformation leadership, working with executive sponsors and delivery teams in complex international settings.
2022–2026
Mercedes-Benz AG
Global programme leadership for Retail of the Future across Asia Pacific and overseas markets.
2019–2022
Johnson Controls
Programme management across cloud HR and digital transformation initiatives.
2003–2013
Hewlett-Packard (now HPE)
Senior leadership in global IT delivery, services and transformation.
Earlier career
Shell · PwC · Technology ventures
Enterprise SAP, ERP and technology programmes, consulting and delivery leadership.
Credentials
PMP · SAFe · Certified Scrum Master
Leadership coaching and AI and analytics education, alongside ongoing adult learning and facilitation training.
Start with a conversation
Need a clearer view of a programme, or a steady hand to move it?
Tell me what is happening, what is at stake and where you need help. We can work out whether fractional leadership, a recovery assignment or an independent review is the right fit.