In early 2025, I was brought in as Program Manager to stabilize post-production support across six enterprise applications under a $2.7M fixed-fee engagement. The organization had recently transitioned vendors and was operating in a high-pressure, startup-like environment marked by fragmented processes, undefined escalation paths, and inconsistent SLA performance. My role was to lead a four-week knowledge transfer from the incumbent provider while re-establishing governance, restoring continuity, and aligning globally distributed teams.

I structured the transition through clearly defined entry and exit criteria for Shadow → Primary → Steady State phases, ensured full tool and environment access, and launched weekly and monthly KPI reviews. Applying ITIL and Site Reliability Engineering (SRE) principles, I implemented incident, problem, change, and request management baselines, centralized documentation and SOPs, and developed dashboards to monitor SLA compliance and root-cause closure rates. I coordinated six specialized squads covering microservices, mobile, QA, DevOps, analytics, and infrastructure while partnering with product and PMO leaders to manage sprint planning, release approvals, and escalation resolution.

Within the first quarter, the transition was completed on schedule, incident backlog was reduced by 38%, and SLA adherence stabilized above 95% for critical issues. By combining structured governance with clear communication and cross-time-zone orchestration, I helped transform a chaotic vendor handoff into a steady, data-driven operation prepared for sustainable growth and service excellence.