რთული ტექნოლოგიურიცვლილება,განხორციელებულისტრუქტურით, ტემპითადა სიცხადით.

I was the business sponsor not a technologist, and I needed someone who would update me plainly where we actually were. He did. … He is comfortable in front of an executive committee and does not oversell.

The brief was to bring annual IT cost down while improving the service. The part that matters is what did not happen alongside it: service quality, resilience and security all improved rather than degrading. … When our initial engagement concluded, I asked him to stay on to follow cybersecurity strengthening activities directly suggested by him.

We have placed Giulio directly in front of our clients, in senior program roles, more than once. … He operates at director level in the room. He is comfortable disagreeing with a sponsor, he separates a real constraint from a preference, and he does not bring a problem without options.

He took over the IT program management role and brought the whole program to completion within the planned timeframe. … Taking over an existing program is a different challenge from starting one: you inherit its commitments and have to establish credibility quickly.

Giulio established the estimation standards, SLA and OLA frameworks, and process assets, creating a consistent operating model across the organization. He also put clear leadership structures in place, ensuring that projects were managed through defined methods, governance and accountability rather than individual heroics.