Carlo Alestra

Delivery and transformation leadership in complex organizations.

I lead delivery and transformation where scale, dependencies, and organizational constraints make execution hard.

About

I grew from an engineering background into delivery and transformation leadership.I have worked across automotive, B2B SaaS, and manufacturing environments, often at the intersection of software and hardware delivery. I operate in complex systems with distributed teams, legacy platforms, and strong organizational constraints.My work focuses on making delivery and transformation actually stick. That means outcomes, accountability, and execution models that leadership can rely on, not framework adoption or slogans.I am most effective where delivery and transformation require structure, clarity, and credibility at senior leadership level.

  • €1M+ portfolio responsibility

  • 9 cross-functional teams across UK and Italy

  • Software and hardware delivery

  • PMI-ACP | PMI-CPMAI | DASSM

HOW I WORK

I start from constraints, not from methodologies.Every organization already operates as a system. Ignoring existing structures, incentives, and decision paths is the fastest way to create friction and false progress.I design teams around value flow and ownership. Tools, frameworks, and ceremonies come later. When teams are misaligned, no process will fix delivery or transformation.I use metrics to support decisions, not to control people. Good data improves conversations, surfaces trade offs, and reduces surprises during change.Transformation does not work when it is delegated. Sustainable change happens when leadership understands its role in the system and acts accordingly.AI is part of my daily work as a support tool. It accelerates analysis and reduces administrative overhead. Ownership, prioritization, and accountability remain human.

KEY ACHIEVEMENTS

Enterprise delivery and transformation
Led a multi year transition from waterfall to agile delivery, redesigning the organization into 9 cross functional teams across UK and Italy, involving more than 50 professionals.
Result: improved delivery predictability, clearer ownership, and stable executive reporting during transformation.Portfolio leadership
Managed an annual €1M+ portfolio across 10+ concurrent software and hardware initiatives, balancing priorities, risks, and vendor dependencies in a changing organizational context.
Result: better visibility on trade offs and fewer unplanned escalations.Leadership enablement
Worked closely with senior leadership to establish delivery and transformation governance, metrics, and cadences aligned with business expectations.
Result: stronger alignment between execution, decision making, and strategic intent.

Contact