JAVED HUSSAIN

Architected the Global Program Office governance model, establishing decision forums, RAID management protocols, and program cadence rhythms across 15+ concurrent customer engagements, sustaining 95-97% plan-vs-actual accuracy for a $29M-$34M annual run rate.

Served as the primary CxO-level interface, delivering structured program reporting via Gainsight and SFDC dashboards to translate complex multi-workstream delivery status into business outcome narratives, directly influencing customer retention and renewal decisions.

Directed end-to-end delivery of 'managed as a service' engagements ($500K-$15M TCV), coordinating across Sales, SE, Engineering, and Support to ensure predictable, on-budget outcomes in fast-paced, high-energy environments.

Designed and embedded structured change management frameworks for XaaS transitions, including readiness assessments, stakeholder communication plans, and adoption measurement, ensuring customers realized full contracted value and reduced churn risk.

Standardised delivery playbooks, milestone gate governance, and best practice templates across the global services organization, improving cross-regional program consistency and reducing delivery risk.

Managed the $12M SEAT Applications Managed Service T&T Programme, mitigating $2.2M in potential penalties by delivering a 20-week baseline plan in 10 weeks through proactive RAID management, rigorous schedule control, and early escalation of blockers.

Led service design and operational modelling for an £8M HPE-Vodafone cloud reseller deal, establishing white-label account management governance for FTSE 250 clients across IaaS/PaaS environments.

Directed multi-geography T&T programmes, aligning Engineering and Sales across multiple workstreams to deliver global SMART Factory initiatives, and appraised organizational readiness for CMMI accreditation and maturity.

Accountable for ~4,000 global applications on the Rolls-Royce account, managing 7-figure budgets, multi-vendor SLAs, and distributed delivery teams across multiple geographies.

Re-engineered risk management and training protocols to achieve CMMI Level 4 accreditation; applied Six Sigma DMAIC to reduce MTTR from 8 hours to 4.07 hours, improving application availability across the estate.

Delivered all engagements with ~15% cost headroom, achieving CPI & SPI average of 0.85.

Analyzed business processes and requirements to support organizational objectives and improve efficiency.

Coordinated project activities and resources to ensure timely delivery and meet project objectives.

Supported project management office functions, ensuring adherence to project standards and accurate reporting.