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Giulio Pasotti
Contact
giuliopasotti.com / delivery-console / 2008 → 2026
IT Transformation, Delivery & Governance | Independent Contractor
Giulio Pasotti, IT Program & Transformation Leader

Complex technologychange,delivered withstructure, paceand clarity.

SAP S/4HANA RISE · Microsoft Dynamics 365 Business Central

I lead technology change for enterprises and private-equity-owned businesses, recover troubled delivery and strengthen governance. My work spans ERP transformation, M&A integration and carve-outs, PMO development, IT outsourcing, cybersecurity and applied AI.With 25+ years as an independent contractor, I combine hands-on leadership with independent advice and supplier oversight, connecting executive decisions to practical delivery and measurable business value.

Services Delivery matrix Start a conversation PDFCV
Credentials
PgMP certification badgePgMPPMP certification badgePMPPMI-PMOCP certification badgePMI-PMOCPCISSP certification badgeCISSP Lean Six Sigma Black Belt certification badgeLSSBBITIL MSc in Information Systems Engineering
Languages
IT nativeEN C2DE B1
0
Years in IT governance and delivery
0
Major programs led
0
Industry sectors
7 countries
Largest single ERP rollout · €13M largest annual portfolio

Services

Six ways I can support your technology change and delivery needs. I lead on your side of the table: accountable delivery, independent supplier oversight and fair contracts with vendors and integrators, for measurable business value. Each one is backed by cases in the delivery matrix below.
Engagement
Interim, contract or consulting mandates; full-time, or part-time subject to availability
Typical mandate
6–18 months, with a structured handover; short on-demand work priced separately
Where
Remote, hybrid or on-site across EMEA
Who I work with
PE-owned and corporate groups running multi-vendor programs
01

Interim program leadership and assurance

A multi-country ERP or transformation program needs an accountable client-side leader, or an independent view on whether the systems integrator is delivering.

  • End-to-end accountability for IT projects and systems integrators inside large stakeholder matrices: 220 stakeholders at Ferrero, 360 at PIP.
  • Integrators held to scope and schedule, with independent assurance on architecture, migration, organizational change and cross-stream dependencies.
More detail
  • Operating model, RACI and stage-gate governance, with risks and decisions reported to directors, the board and PE sponsors; go-live readiness and hypercare-to-BAU transition.
CASESDiscuss this →
02

Program recovery

A program is drifting on scope, schedule or governance and the plan no longer holds.

  • Scope, supplier and governance gaps diagnosed, then plans and commitments reset with sponsors.
  • Underperforming delivery leads replaced through steering and vendor escalation: cut-over pace roughly doubled at PIP.
More detail
  • Control restored fast: ahead of the original deadline at Amplifon, 2,000 critical POS sites back in the first ramp-up week at Vodafone.
CASESDiscuss this →
03

M&A integration and IT carve-out

A deal needs technology ready on Day 1, whether you are absorbing an acquired company or separating a business from its parent.

  • Post-merger integration across ERP, HR, infrastructure, network, BI and end-user computing: an acquired French entity at Ferrero, four bolt-on acquisitions at PIP.
  • IT separation for a business transfer, including SOX-compliant migration and Oracle Fusion Cloud ERP separation at Amplifon.
More detail
  • Carve-out of an acquired business line and lift-and-shift to AWS at Vodafone.
CASESDiscuss this →
04

PMO, program and portfolio governance

Delivery lacks common standards, prioritization and visibility, or the organization needs its first PMO, and one that outlasts the interim.

  • Set up the first program management office for Sky Deutschland’s OTT IT program: governance, processes and tooling, with board-level reporting for a 20-person cross-functional team.
  • Six Centers of Excellence and delivery standards for a €13M portfolio of up to 60 concurrent projects at Vodafone (2008–2012), with SLA/OLA frameworks, estimation standards and Clarity PPM prioritization. PgMP and PMI-PMOCP certified.
More detail
  • PMO, stage-gates, decision standards and reporting designed so permanent teams can sustain them.
CASESDiscuss this →
05

IT outsourcing, cybersecurity and SOC

You are outsourcing or re-sourcing IT and need cost, service and security to improve together instead of trading off.

  • Full outsourcing of an internal IT function at Mantero Seta: IT cost down 25% across personnel, infrastructure and network, with resilience and security improved. SLA, TCO and ROI tracked.
  • Defined and implemented a managed SOC service with the provider: scope fit for purpose, SLAs sound and price fair for the service delivered. The provider ran the service day to day; I governed it on the client side.
More detail
  • Weighted supplier evaluation, negotiation, security clauses and NDAs, transition services agreement, migration and handover with zero service disruption.
  • NGAV/EDR, SIEM and security governance introduced at Mantero; IAM/SSO designed around Zero Trust at ENI. CISSP certified.
CASESDiscuss this →
06

Applied AI delivery and governance

You are moving AI from pilot to production and need delivery discipline and controls around it.

  • AI debit-note automation between SAP S/4HANA and SAP CX at 95% average accuracy after fine-tuning (Ferrero); ML-based order monitoring that cut aged orders by 60% (Sunrise).
  • Responsible AI governance: model approval, human-in-the-loop review, bias and accuracy testing, training-data protection, usage policy and an AI system register.
More detail
  • Use-case assessment: 70+ potential benefits documented and prioritized by business value and complexity.
CASESDiscuss this →
How I work Assess → Mobilize → Deliver → Hand over
STEP 01Assess

Baseline scope, plan, suppliers and governance. Find the gaps before changing anything.

STEP 02Mobilize

Agree decision rights and RACI. Set stage gates, cadence and a single status view for the sponsor.

STEP 03Deliver

Hold vendors to scope and schedule, manage dependencies, escalate early and report risks and decisions upward.

STEP 04Hand over

Structured hypercare-to-BAU transition and a documented handover to a permanent owner.

Not sure which one fits? Describe the situation and I will reply within one business day.

Start a conversation

Delivery matrix

Every engagement since 2008, mapped over time. Filter, switch views, click to open the case file.
2008201120142017202020232026
// click any row to open the case file — esc to close

Recommendations

Written by clients, sponsors and colleagues, shown with their permission. Each one can be verified on my LinkedIn profile.
All recommendations on LinkedIn ↗
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.
Pascal Gervais
General Management, Business Transformation & Integration
Business sponsor of the PIP program · managed Giulio directly · Sep 2026Verify on LinkedIn ↗
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.
Simone Mercuri
CEO, Mantero Seta (CFO and CIO at the time)
Client · IT outsourcing and cybersecurity · Sep 2026Verify on LinkedIn ↗
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.
Diego D’Alessandro
Group Equity Partner, BIP (Business Integration Partners)
Client · Sep 2026Verify on LinkedIn ↗
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.
Nicola Gortani
Partner, Business Integration Partners
Managed Giulio directly · Sep 2026Verify on LinkedIn ↗
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.
Adriano Nassi
Senior Manager, Vodafone Group
Reported to Giulio directly · Vodafone Italy · Sep 2026Verify on LinkedIn ↗

What do you need to move forward?

Whether you need delivery leadership, project or program recovery, independent assurance or specialist advice, tell me about your situation and the support you need.Available for interim, contract and consulting engagements across EMEA, full-time or part-time, subject to availability. I will respond within one business day.

Prefer LinkedIn? Message me there.

Response time< 1 business day
EngagementInterim · Contract · Advisory
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