Foti Panagiotou

- Built out the Technology Agile PMO hands-on: mandate, service catalogue, RACI and a Jira-based portfolio governance ecosystem. - Led portfolio governance across 80+ initiatives spanning Supply Chain, Corporate Finance, Data, Cybersecurity, Compliance and Commercial transformation. - Line-managed 12 Programme Managers and Scrum Masters across 6 countries, running demand vs capacity planning that lifted delivery throughput by 15%. - Acted as enterprise delivery lead for Oracle ERP across six markets (UAE, KSA, Egypt, Kuwait, Oman, Turkey), controlling scope, milestones and vendor performance. - Chaired C-Level portfolio reviews and owned the funding panel, aligning capital allocation to corporate strategy and EBITDA targets. - Brought in independent health checks and assurance reviews, catching delivery risk early across the initiative base. - Set up benefits realisation tracking and portfolio KPIs, linking spend to outcomes in decision-focused reporting.

- Took over as interim Programme Manager to recover a failing $133m programme across 23 public universities, running an independent diagnostic and a prioritised recovery roadmap. - Cut ~$5m of cost by halting uncontrolled activity and tightening change control, preserving budget for reinvestment across the universities. - Re-baselined scope, schedule and cost across parallel workstreams, then led the replanning and reforecasting that put delivery back on a path-to-green within the first six months. -  Designed the SteerCo structure, set clear decision authority and chaired the executive recovery forums. - Rebuilt programme RAID and delivery tracking in Azure DevOps (ADO), with mandatory risk reviews and independent health checks giving the Ministry sponsor real assurance. - Held multiple delivery vendors and SIs to milestones and SLAs, managing the interface between the Ministry and its partners.

- Managed value delivery and portfolio governance across the Digital PMO for a £20m transformation spanning 15+ digital banking products. - Put SAFe portfolio governance in place, aligning release trains and OKRs to strategy, financial tracking and benefits realisation. - Built executive dashboards in ThoughtSpot and Qlik bringing flow metrics, RAID, milestones and portfolio financials into one place. - Standardised the Jira and Confluence estate, unifying boards, workflow and governance documentation across product teams. - Defined a portfolio KPI framework linking flow, value and OKR benefits, tightening the executive decision cadence.

- Led governance and exec-level assurance for an SAP S/4HANA, CRM and Digital Channels programme transforming group operations across the US and Canada. - Held the integrated plan across the three workstreams, mapping dependencies and tracking critical-path milestones and schedule variance. - Owned the programme RAID log and ran weekly risk and issue reviews with senior sponsors, keeping vendor and SI alignment under control. - Set up release and deployment-readiness gating for the US and Canada rollouts, clearing environment and cutover conflicts before each go-live. - Standardised reporting and financial tracking across the workstreams, giving the SteerCo a consistent view of cost and progress.

- Ran the PMO for a £1.4bn post-acquisition integration, governing RAID, dependencies and exec reporting across 9 workstreams. - Tracked synergy realisation across the 9 workstreams against the deal's target outcomes. - Owned the cross-workstream dependency framework, chaired integration forums and prepared SteerCo packs for the Executive Sponsor. - Reset the integration baseline using work breakdown structures and resource-loaded plans, and rebuilt critical-path and milestone tracking. - Introduced Microsoft Project Online and a structured reporting cadence, improving forecasting and capacity visibility. - Established change-request intake and gating, impact-assessing each scope change before SteerCo sign-off. - Produced closure and transition documentation, capturing achievements, open items and handover into business-as-usual.

- Reshaped the PMO from a reporting function into a service organisation, with defined services and clear accountabilities. - Built Power BI dashboards off a defined set of portfolio KPIs, cutting the reporting cycle by roughly 60% and speeding up monthly executive reviews. - Brought portfolio-level risk under one roof, ending siloed change running unchecked and lifting delivery predictability. - Introduced resource-vs-demand planning across teams, exposing over-allocation early and enabling rebalancing before slippage occurred. - Led RFI/RFP on tooling, turning strategy into a prioritised, funded delivery plan.

- Led the global Technology PMO for an SAP-heavy £300m portfolio, governing 150+ concurrent initiatives across the UK, US, China and Australia. - Defined the Group Technology PMO operating model and mandate, standardising governance and reporting across the four regions. - Chaired the monthly portfolio review and steering committee, producing C-level packs that kept executive forums on prioritisation and investment decisions. - Balanced resource against the live pipeline across the SAP and digital workstreams, cutting schedule slippage by roughly 10%. - Coordinated programme integration across SAP, supply chain, retail and digital, tracking multi-vendor SI delivery against milestones and SLAs. - Set up a Centre of Excellence and a PM community of practice, raising delivery consistency across the four regions. - Introduced Jira Portfolio and executive dashboards, and produced audit-response packs evidencing governance for internal and external reviewers.

- Set up a construction central PMO from scratch, for the expansion of the university campuses, recruiting and onboarding a team of analysts and coordinators. - Owned investment controls, prioritisation and executive reporting, with stage-gate and risk oversight built on tailored PRINCE2, PMBOK, MSP, and P3O. - Ran a P3M3 maturity assessment and produced an improvement roadmap to lift project delivery capability across the institution. - Standardised programme planning and rolled out PM training, giving leadership consistent milestone and schedule-variance reporting.

- Delivered software projects for Tier-1 UK banks, coordinating on-site and offshore teams across three continents with time-zone sequencing and quality gates. - Led the Falcon 6.3 fraud-platform integration at Barclays, tightening debit-card fraud controls through automated detection workflows. - Ran release management into bank production estates: test-environment provisioning, deployment-readiness gating and controlled go-live for Tier-1 clients. - Owned engagement commercials and the critical-path schedule and delivered Xpress Optimization at Lloyds to design the Bank's marketing campaigns.

- Built the central PMO from the ground up over six years - growing it from IT delivery into a combined IT and central-operations function reporting to the COO after a restructure - governing the post-acquisition core-banking integration across Flexcube, collections, loan origination, cards, channels and MIS. - Programme-managed the IT delivery of the bank's Basel II implementation with the business - re-engineering the core-banking and peripheral systems and the data warehouse / MIS to source and report the regulatory data required. - Defined the EPMO charter, operating model and stage-gate lifecycle, which the group then adopted as its delivery standard. - Owned the annual planning cycle for the €150m Project CAPEX budget: demand intake, prioritisation, funding-panel approval, forecasting and variance reporting. - Set up the steering-committee structure and cadence with clear escalation routes and produced ExCo packs across the integration agenda. - Designed the release-cadence mechanism behind the Delivery Factory, letting the portfolio absorb and deliver 350+ projects over three years. - Led an 18-month migration of ~1.5m card accounts onto Oracle Flexcube and the ATM estate, followed by around 10 weekend cutover batches with reconciliation controls.

- Delivered enterprise system implementations across financial services and corporate environments. - Managed full SDLC lifecycle including architecture, development and deployment governance. - Built technical foundation underpinning later enterprise portfolio leadership roles.