Jose Perumalil

This project was key to driving business growth, expanding revenue streams, and enhancing customer experience. The organization needed to launch a new product across multiple regions, including EU and non-EU markets, to increase its customer base while ensuring compliance and market adaptability.

Working closely with the product team, I developed the delivery roadmap, aligning strategy with execution. I formed and led a dedicated product squad, driving phased implementations with cross-functional teams, including development, design, QA, marketing, compliance, and product management. I ensured risk mitigation, clear stakeholder communication, and KPI/OKR tracking while collaborating with PMO and business teams to navigate challenges.

In just nine months, the product launched in non-EU markets and then expanded into synthetic and financial markets. This milestone strengthened team collaboration, boosted business growth, improved stakeholder confidence, and enhanced customer experience.

I led the development and delivery of a trading back-office CRM system, integrating multiple payment gateway solutions with in-house and vendor systems. This project involved cross-functional collaboration with Agile teams to prioritize the product backlog, facilitate Scrum ceremonies, and
develop dashboards for improved project visibility.

I also engaged with various stakeholders to translate business needs into technical requirements, overseeing a team of 15 colleagues and delivering solutions within project plans and Gantt charts while implementing process improvements and standardized templates. I optimized product release cycles by collaborating closely with Agile teams, facilitating change advisory board (CAB) meetings, and conducting CRM and product training sessions for country teams, which enhanced project efficiency
and stakeholder satisfaction. In addition, I enhanced team engagement and collaboration within the PMO by implementing project templates and
a portfolio dashboard to monitor project performance and risks effectively.

In my role spanning presales consulting, strategy, and delivery, I have worked with multiple clients on diverse digital transformation initiatives. It begins with understanding the client's pain points—identifying challenges, conducting detailed studies, and collaborating with partners and subcontractors to design the right solutions.

I have worked closely with our digital centers of excellence and sales teams, contributing to proposal development, RFP preparations, and submissions. Once we secure a deal, I transition into solutions and delivery, partnering with internal teams, vendors, and clients to ensure seamless execution.

Through a mix of POC studies and full-scale implementations, I have helped clients adopt cutting-edge digital solutions that improve their customer experience and operational efficiency. This, in turn, has led to increased revenue for my company, strengthened trust with client teams, and lasting vendor relationships.

When I joined the PMO, I noticed a critical gap—each project managed risks individually, leading to inconsistent mitigation efforts and a lack of clarity for stakeholders. Without a centralized risk view, leadership couldn’t make informed decisions in time.

Understanding the challenge, I proposed a Global Risk Register to standardize risk management. However, teams were hesitant, finding it difficult to manage a new system. Instead of enforcing change, I engaged with them—listening to pain points, gathering feedback, and running a pilot with a few projects in ClickUp. Working closely with ClickUp admins, I automated key processes to simplify risk tracking.

Within two months, the results spoke remarkably. Risks were proactively identified, collaboration improved across departments, and stakeholders gained real-time insights. With team buy-in, we scaled the approach PMO-wide. This improved risk visibility by 80%, reduced mitigation delays by 60%, and enhanced cross-team collaboration, increasing overall project efficiency by 40%.