I began my career as an Executive Assistant, moved into the PMO, and went on to lead complex Workday and enterprise digital transformation programs for large organizations. That progression gave me a rare vantage point—from day-to-day operations to executive decision-making. Along the way, I saw the same pattern repeat itself: capable teams and well-intentioned leaders derailed by avoidable “gotchas”—misaligned stakeholders, unclear scope and SOWs, weak governance, and technology decisions disconnected from business strategy.
