A cross-cutting mandate held in parallel with every other role: how the direction delivers, what it runs on, and what it knows.
ENGIE Italia · Digital Technologies Lead, then Technologies Manager · 2022 – present
A B2C IT & Digital direction can deliver project by project and still be ungovernable, with no shared cadence, no architectural line, no view of what is ageing underneath, and cloud spend nobody owns. On behalf of the Head of, I carried the transversal mandate that holds those threads together, alongside my product and programme responsibilities rather than instead of them.
Digital Technologies Lead, then Technologies Manager: governance of the agile operating model, architectural consistency, obsolescence and technical debt, and the operational link between group IT and the Italian leadership on the journey to cloud. The authority was advisory rather than hierarchical for most of it, influence earned by being right in the room, including telling the CIO that a healthy level of CloudFormation drift exists and that driving it to zero is not a realistic target.
Agile operating model across twelve team rooms in the technology perimeter, Lean Portfolio Management, quarterly budget and activity planning, roadmapping, delivery traceability and control, formation of cross-functional product teams, architectural consistency reviews, obsolescence and technical debt management, ENGIE Italia cloud governance on AWS and marginally GCP, sole administration of the mobile app store consoles, group initiatives representing the Italian B2C perimeter, cloud fundamentals training and learning paths for the whole direction. Line management of the delivery teams and infrastructure engineering sat outside the mandate.
Head of B2C IT & Digital, group IT functions, Italian leadership, delivery teams and product owners, business counterparts, cloud and technology vendors, HR for the training programme.
AWS as primary platform and GCP, Google Play Console and App Store Connect, Jira and Confluence, SAFe and Lean Portfolio Management, CloudFormation and infrastructure-as-code practices, internal knowledge base.
B2C teams and collaborators moved onto a shared agile operating model, with quarterly budget and roadmap planning replacing project-by-project prioritisation and 5k+ Jira stories tracked under one delivery governance. Cross-functional product teams established, with measurably better onboarding of new joiners and a closer working relationship with the business. Cloud costs down 5-10% year over year, a collective result the governance supported. Cloud fundamentals training planned for the entire direction, with dedicated learning paths for new joiners and for specific topics such as IoT, and internal knowledge sharing reaching thousands of views.