T-Mobile revenue technology
Reset a large initiative portfolio from distorted work-in-progress and year-long cycle times into readiness-gated flow.
The case for Marco
The value is the operating system between strategy and delivery.
Most portfolio problems are not caused by a lack of effort. They come from weak signal: demand enters without readiness, priorities compete without shared criteria, governance forums review stale information, and delivery claims separate from evidence.
As a Program Manager, Project Manager, PMO Manager, or Portfolio Manager, my work is to make that system visible and usable: clear intake, comparable tradeoffs, decision cadence, delivery readiness, ownership, controls, and follow-through.
Best-fit roles
Program Manager, Project Manager, PMO Manager, Portfolio Manager, and senior PMO or portfolio-governance roles where leaders need stronger cadence, visibility, decision support, and accountable execution.
Proof signals
Operating pressure I have worked inside.
T-Mobile
~500
Revenue technology initiatives reset into clearer lifecycle signal.
Microsoft
$1.8B
Influenced renewals in a globally governed Microsoft partner platform context.
Doosan GridTech
~$125M
Constrained engineering capacity sequenced across utility-scale storage, platform, and cybersecurity work at a lean energy-technology company.
Microsoft · GDPR
362
Supplier entities moved through structured GDPR remediation governance.
Microsoft planning services
Governed a global partner-delivered platform family with multibillion-dollar contract exposure and nine-figure liability pressure.
Doosan GridTech
Integrated software, construction, and cybersecurity planning across constrained energy-storage delivery environments.
What I would be hired to fix
The recurring problems are practical, not abstract.
Demand lacks a governed path
Ideas, mandates, requests, and sponsor asks need readiness checks, owner clarity, lifecycle state, and a clean path into executive review.
Tradeoffs are not comparable
Leadership needs a way to see value, risk, capacity, dependencies, timing, and decision consequences without turning every review into a debate from scratch.
Capital and funding decisions lack structure
Investment sequencing, funding-model shifts, and capital commitments need qualification gates, comparable options, and CIO/CFO-ready decision logic so money follows priority under real constraint.
Readiness is overclaimed
Charters, UAT, launch criteria, exceptions, controls, and value realization need to stay connected so delivery confidence is based on evidence.
Financial risk and leakage surface late
Revenue leakage, reimbursement exposure, fraud, and compliance gaps need detection thresholds, audit-ready controls, and remediation governance before losses or liability accumulate.
External and partner delivery runs without governance
Partners, vendors, and managed-services delivery need qualification standards, reimbursement and compliance controls, readiness evidence, and escalation paths so external work stays accountable at scale.
AI work is moving faster than governance
AI-enabled workflow assets need business-value review, reliance boundaries, human review gates, owner accountability, and artifact lifecycle discipline.
Executive cadence is too expensive
Status reviews should clarify choices, decisions, and ownership. I design the materials and forums that reduce noise instead of multiplying meetings.
Proof disappears after delivery
Portfolio work should leave inspectable evidence: what was decided, why it mattered, who owned it, what changed, and how value was followed through.
Next step
Start here, then inspect the proof.
For a quick hiring read, start here. For evidence, open the named case studies. For working style, follow the walkthroughs and workflow systems.