Deliverables & Capacity Tracking

The following work samples have been adapted and redacted from projects I led at various companies. Proprietary details have been removed and content is shared for illustrative purposes only.

Clear visibility into business process deliverables was critical to keeping momentum. I built a tracker that surfaced completion status and overdue items, ensuring leaders knew exactly where attention was needed. This approach kept the program moving forward and reduced the risk of last-minute surprises.

I applied the same discipline to IT deliverables, creating transparency into testing progress and open items. By holding IT workstreams to the same standard as business process teams, I built trust that every area of the program was measured and managed consistently.

Managing a global program is not only about tasks, it is about people’s capacity to deliver. I developed highlight reports that surfaced achievements while also exposing capacity gaps and watchlist items. This balance of celebrating progress and calling out risks gave leadership the clarity to act quickly, reallocate resources, and keep the program on track.