Innovation & change management

Innovation labs, experimentation, change management, AI adoption and venture building.

42 contributions across 7 experiences

Where this skill was applied

Often together withProgramme, project & vendor management Data Strategy for AI Team leadership & talent development Machine learning, deep learning & MLOps Solution & enterprise architecture Business value & financial management

202612 contributions

Gavi, the Vaccine Alliance

Aligns the Innovation Lab architecture and experimentation portfolio to Gavi 6 Strategy 2026–2030 “Data Visibility & Use”, so every experiment traces to programmatic impact on global immunisation delivery.
Established and operates the Innovation Lab’s experimental AI tooling estate on Microsoft Frontiers models in Azure — including Cowork, Copilot Claude, MS Scout and OpenClaw for agentic-AI experimentation and architecture evaluation, alongside Cursor, Lovable, Bolt, v0, Microsoft 365 Copilot, Copilot Studio and Azure AI Foundry — under defined tool-selection rules, cost guardrails and an approved/excluded tooling list.
Skills and technologies: Azure solution and security architecture (App Service, Static Web Apps, Functions, SQL, Blob, Key Vault, API Management, Data Factory, Machine Learning, AI Foundry, AI Search, Monitor) · Snowflake · Azure OpenAI, RAG, multi-agent and agentic AI · MLOps/LLMOps and AI evaluation · AI governance, Responsible AI and EU-aligned AI risk management · Entra ID, RLS, TDE/CMK, PIM, managed identities, TLS · C4 and TOGAF · Power BI, Power Platform, Copilot Studio, Purview, Sentinel · confidential-data governance · innovation portfolio governance, vendor selection and procurement · Design Thinking and rapid prototyping facilitation.
Principal AI Architect and Innovation Lab Coordinator consultant at Gavi, the Vaccine Alliance, leading the AI architecture practice behind global vaccination programmes; owns the end-to-end innovation lifecycle — idea, experimentation, outcomes, stabilisation, operationalisation — as operational deputy to the Innovation Lab Lead, and leads architecture definition and deployment across the AI portfolio.
Leads and coordinates Forward Deployed Engineers embedded with business teams to carry AI systems from prototype into production use.
Member of the Gavi architecture board, responsible for standards, investment prioritisation, solution assurance, exception management and technology-risk decisions; set up and coordinates the Gavi Innovation Lab.
Manages the Innovation Lab governance model, structuring innovation into three stepped streams (Ideation → Experimentation → Stabilisation) with five accountable roles, RACI ownership per activity, entry and exit criteria, and a rhythm of weekly experiment reviews, monthly idea reviews and quarterly approval sessions.
Manages dual-mode execution governance for experiments: in-house delivery with mandatory Platform Architect validation of capacity, skills, security guardrails and environments, and external delivery by vendors, startups and academia through a four-phase collaborator workflow with capability-based assessment, compliance checks and post-experiment partner evaluation.
Managed the Innovation Lab KPI framework across Innovation & Delivery, Business Impact and Engagement.
Supported the conversion of the Innovation Lab from a project team into a consumable internal service, defining five entry pathways by idea maturity, a guided intake routed on maturity, urgency and strategic alignment, and three graduated support levels; participated in the launch of the new Innovation Lab Office.
Leads change management for innovation adoption, codifying the Lab’s operating values (human-centric, inclusive, transparent, business-grounded, outcome-oriented, open, ethical) and the adoption mechanics behind them: executive sponsorship, a distributed network of local advocates, continuous field feedback loops and evidence-based impact narratives.
Maintains the Innovation Lab vendor capability matrix, benchmarking six global delivery partners across five domains — AI & Machine Learning, Blockchain & Digital Assets, Immersive & Emerging Tech, Automation & Data, Research & Innovation — as the mandatory input to external-executor selection.

2019–20246 contributions

DSM-Firmenich

Managed an annual technology and innovation budget of about USD 500,000.
Steering Committee member of the Corporate Research Program for Digital Transformation; co-authored the 2019 Digital Aiming Points for the global R&D digital strategy and contributed to the HR Talent Acquisition and Retention Strategy.
Coached regional data scientists and colleagues on data science and digital transformation for projects spanning 60+ R&D labs, 85 manufacturing plants and supply chain, chemistry, compound analytics, formulations, marketing and sales.
Ideated and led research on an AI digital twin modelling the statistical distribution of sun-cream UV filters on skin, aiming to replace in-vivo experiments with digital solutions — a projected value of €30M+ per year.
Coordinated international Corporate Research Program (CRP) activities in Digital Transformation and the Digital Twin Lab — agile pilots for digital disruption, competence development and continuous improvement.
Fostered an innovation culture across the organisation, coordinating all departments to integrate new technologies and processes.

20183 contributions

Fair Trade Handels

Defined and executed the new digital and data strategy — resources, technology and architectures — leading organisational change and aligning processes and resources to the new direction.
Restructured functions, technical teams and programmes into a digital, data-driven organisation, optimising distribution, revenue management, pharmaceuticals, decision-making and sales operations.
Built the data and reporting estate on Snowflake and implemented dashboards with KPIs for customer engagement, global supply chain, digital marketing, sales operations, change management and programme management.

2013–20183 contributions

Nespresso (Nestlé)

Supported the global restructuring of Nespresso’s data analytics function, migrating operations and technologies to a centralised analytics hub.
Led the data and analytics stream of Nespresso’s e-commerce transformation, supporting its organisational integration within the Nestlé group.
Supported local markets in implementing data-driven marketing-mix optimisation, with experimentation run on Adobe Marketing Cloud.

2002–20113 contributions

United Nations CGIAR

Held full responsibility for project budgets — an annual technology and innovation budget of about USD 500,000 — and managed cross-functional teams on large-scale digital transformation, achieving USD 100,000 cost savings in a single project, presented at the UN ShareFair.
Coached and managed teams on digital projects applied to plant genetics for food production in developing countries, motivating internal talent and external partners; created an Innovation Lab and innovation meetings to bring innovation into the organisation.
Built partnerships with universities, vendors and research institutes in data science, digital transformation and business intelligence.

2024–20252 contributions

EPAM Systems

Leading logistics and postal group, UK: designed a strategic MLOps assessment offering for enterprise-wide AI/ML adoption, with an evaluation methodology across data ops, model management and platform readiness.
Established a production MLOps operating model: experiment tracking, feature management, model registry, reproducible pipelines, CI/CD, automated testing, deployment controls, rollback, monitoring and scheduled retraining.

2012–20131 contribution

United Nations

Coordinated communities of practice and regional offices to scale analytics capabilities, data literacy and collaboration, and supported the application of the Dublin Core (DCMI) taxonomy to publications.

Profile10 contributions

Across the career

AI, Data and Technology Executive with 15+ years of international experience in artificial intelligence, Generative AI, machine learning, data strategy and enterprise transformation, combining executive-level AI strategy with hands-on technical leadership and principal engineering experience in AI and Generative AI.
Uses Solara28 as a concrete reference case for AI-native product strategy, operational efficiency, platform architecture and business-model innovation.
Drives the innovation lifecycle from drug discovery to high-volume consumer e-commerce.
Advises C-level stakeholders on AI investment, data strategy, technology choices, operating models and transformation priorities.
Authors and coordinates RFP and RFI responses for complex enterprise AI, data, cloud and digital-transformation opportunities.
Combines people leadership with talent development, retention, Agile delivery, Scrum, change management and corporate training, embedding inclusive hiring, team formation and career-development practices across multidisciplinary and international technical organisations.
Leads multidisciplinary teams through complex transformations involving business stakeholders, technical specialists, partners, contractors and executive sponsors.
Leads enterprise AI literacy and adoption through training, prompt libraries, self-service resources, communities of practice and departmental champions at Gavi and EPAM.
Brings experience in R&D innovation, stakeholder management, partnership development, programme management, project management and executive decision support.
Advises C-suite and senior leadership on data governance, AI, agentic AI operating models and workforce transformation, and mentors executive teams moving towards data- and AI-led organisations.

Skills2 contributions

Skills & applied knowledge

R&D strategy and innovation-adoption practices in pharmaceutical and life-sciences organisations.
Mathematics, statistics, experimental design, hypothesis testing and quantitative analysis.

All skills

Artificial intelligence

AI governance, risk & regulatory compliance 81 Machine learning, deep learning & MLOps 53 Data Strategy for AI 44 Generative AI & LLM solutions 43 Agentic AI & AI-native engineering 29

Architecture & data platforms

Solution & enterprise architecture 62 Data architecture, engineering & governance 54 Semantic engineering & knowledge management 50 Cloud & multi-tenant SaaS platforms 41

Leadership & business

Innovation & change management 42 Team leadership & talent development 31 Business value & financial management 29 Programme, project & vendor management 27 Executive advisory & pre-sales 19 Entrepreneurship & venture building 13

Product, marketing & communication

Digital marketing & customer analytics 27 Product & full-stack engineering 23 Communication & thought leadership 10