Hi, I'm Yuvika. I help growing engineering teams deliver on the dates they promise. Before I explain how, take the CTO's chair for a minute.
Your company grew from 40 to 140 engineers in two years. Every Monday your team leads report in, and the report always comes back green. Tap each line you might hear in the meeting.
No lines tapped yet. Everything is green, naturally.
I lead the programs that matter and fix how work gets decided, tracked and reported, so your dates become believable again. Governance is my method, not the product: one ranked list of priorities, honest status and clear owners.
The habits that worked at 30 engineers tend to break in roughly the same order as a company grows. Drag to your team size and see which ones are probably showing up already.
At 140 engineers, all six are probably showing up already. That's the company you just ran.
Teams are adopting AI tools faster than anyone is tracking their cost, access or data risk.
Fixed by: cloud and AI spend control Probably showing up nowYou know you need a delivery or PMO lead, but not yet what that role should do.
Fixed by: program and delivery leadership Probably showing up nowLeadership can't see which programs the engineering budget is actually funding.
Fixed by: program and delivery leadership Probably showing up nowThe same incidents come back, and each team handles them differently.
Fixed by: cloud reliability and change control Probably showing up nowThe cloud bill grows faster than the business, and nobody owns the number.
Fixed by: cloud and AI spend control Probably showing up nowEvery audit or security review turns into a scramble for evidence.
Fixed by: cloud reliability and change control Probably showing up nowI run or rescue the programs that matter while putting the structure behind them in place: one ranked list of priorities, status rules people trust, clear owners and a steering rhythm that makes decisions. As a fixed engagement, or as your fractional head of delivery two to three days a week.
Guardrails for how cloud is provisioned, changed and secured: change approvals that hold, fewer repeat incidents and audit evidence ready before anyone asks.
Cloud and AI spend visible by team and product, with named owners, tagging and a monthly review that turns findings into savings, plus clear rules for which AI tools teams use and with what data.
Not sure yet? Start with a free 45-minute delivery health check: one live program, three numbers and one finding. If there's something worth fixing, the four-week diagnostic is the next step, and it's available on its own.
Book a free health checkInterviews with leadership and delivery teams, a review of how work is prioritised, funded and reported today, and a gap assessment with a prioritised plan.
Decision rights, intake and prioritisation, stage gates, reporting and controls, built with your team and kept lightweight enough that people actually use it.
Progressive coaching while the model goes live, practical templates your team keeps and a clean handover to the owners you name.
As an in-house leader, I built the company's IT governance operating model from scratch, without a dedicated PMO team, and used it to run cloud modernisation, security and cost programs. The results below come from that work.
Portfolio intake, prioritisation and reporting where none existed, with program Kanban and RAID tracking in the service desk.
A consistent incident process across teams, measured on first-time resolution.
Migration from the data centre to AWS in four governed phases, with infrastructure as code and self-service provisioning.
Security compliance stabilised, infrastructure change approvals owned and audit evidence collected with the security team.
You may well need one. An engagement makes that hire more effective, because by the end you know exactly what the role has to own. It's also faster and costs less if you aren't ready to add permanent headcount yet.
Your team runs the model alongside me during the last phase, so they've done it before I go. They keep lightweight templates built for your context, and we hold a review call 30 days after handover.
We agree a milestone plan before starting. You get a written update every Friday, a working session every two weeks and a formal review at the end of each phase.
Because I've done this job from the inside, with the same budget pressure, audits and growing teams you have. You're paying for someone who has built and run governance, not for slideware.
I've spent more than 17 years in IT infrastructure, portfolio and program management, cloud transformation, DevSecOps and governance. I worked at Wipro and at First Advantage's India delivery centre, and most recently led infrastructure and portfolio work in-house at a fintech.
Much of that work meant leading people across Australia, China and the US without line authority, which is most of what governance really is: getting people to agree on how decisions get made.
Tell me roughly how big your engineering team is and which program worries you most. I work remotely with technology companies in India and abroad.