Sophie Masson

Mandate: Lead end-to-end project delivery for nationally funded climate-tech innovation programme. Own delivery across engineering, product, and commercial teams.

• Re-designed operating model for InnoSuisse-funded programme: clarified roles, reporting lines, cross-team interaction models, decision matrices (PM → COO → Board).
• Mapped and redesigned processes for R&D to commercial delivery transition, defining workflows, KPIs, and alignment rituals.
• Created team objectives and roles with specific goals outlined for each individual.
• Generated and tracked change orders and other contractual modifications affecting budget and schedule.
• Modified project plans when needed to better align with organizational objectives.
• Reviewed project risks and devised proactive strategies to avoid potential roadblocks.
• Built KPI dashboards for readiness, execution, and risk visibility; strengthened transparency for leadership and funders.
• Coached technical and product teams on collaboration, communication, and ownership—improved cross-functional cohesion.
• Direct experience with InnoSuisse grant management: milestone tracking, compliance reporting, stakeholder alignment, and evaluator interaction.

Mandate: Improve organisational structure, cross-ministry alignment, and process clarity across high-visibility national digital initiatives in complex political environment.

• Led transition to squad-based organisational structures: defined roles, spans/layers, decision rights, shared delivery rituals across ministries.
• Designed and facilitated role clarity workshops for Directors, senior officials, and operational teams—harmonised responsibilities and collaboration.
• Built and activated cross-ministry Community of Practice of change champions: improved communication, capability, and alignment.
• Re-designed end-to-end processes for national education programmes (e.g., digital enrolment): defined workflows, KPIs, adoption metrics.
• Harmonised methodologies and operational rhythms between ministries: improved effectiveness and cross-department coordination.
• Coached delivery teams to take accountability for delivery, risk and issue management.
• Refined and organized delivery processes for all incoming products.
• Inspected deliveries for improper preparation and resolved concerns quickly to maintain schedules.
• Worked with iteration managers and project managers to deliver initiatives and products utilizing lean and agile project management methods.
• Coached professional development opportunities for team members with career development plans.
• Coordinated with customers to plan efficient or special deliveries.

Mandate: Rebuild delivery organisation, establish operating model for enterprise-scale CRM transformations, lead multi-client portfolio.

• Managed 9-12 concurrent client projects simultaneously (AUD $2.5-3.5M annual P&L). Full accountability for revenue recognition, cost management, and 35-40% margin targets.
• Owned full project lifecycle from pre-sales validation and scoping through to delivery, client reporting, and renewal/expansion phases. Reduced project handover bottlenecks by ~25%, improving delivery readiness and client satisfaction.
• Restructured full delivery organisation (20+ staff): improved clarity, retention, and performance. Established roles, spans/layers, and decision rights.
• Built operating model for >$1M programmes: governance, accountability, cross-functional coordination, change management integration.
• Increased billable utilisation by 15-20% through workflow redesign and forecasting accuracy.
• Delivered transformations for L'Oréal, St. John Ambulance (AUD $275K annual cost savings), Alfred Health. Restored at-risk accounts; protected >$1M annual revenue.
• Built capability systems: playbooks, competency frameworks, onboarding pathways adopted across 100% of engagements.
• Trained junior PM cohort in Agile/Scrum transformation: 8 PMs successfully transitioned within 6 weeks.
• Promoted high-performing staff into leadership: one delivery coordinator became Squad Lead managing 4 PMs; one offshore developer became Lead Developer.
• Monitored milestones and deliverables to stay ahead of schedules and proactively spot potential roadblocks.
• Kept project teams on-task with proactive control of budgets, schedules and scopes.
• Worked closely with sales teams to ensure client satisfaction from acquisition to proposal phases.
• Identified, addressed and either resolved or escalated project issues.
• Maintained close connection with project personnel to quickly identify and resolve problems.
• Assigned specific tasks to personnel, balancing scheduling demands, available resources and personal skill sets to achieve best possible project outcomes.

Mandate: Harmonise organisational structures, tools, and ways of working across three countries following acquisition; strengthen collaboration and delivery maturity across APAC.

• Designed and implemented a post-acquisition operating model, aligning roles, governance, tools (Jira), and delivery methodologies across Australia, Singapore, and the Philippines
• Managed delivery across multi-country teams, ensuring continuity and quality for enterprise client programmes during organisational transition
• Facilitated VP-level alignment across France and APAC, resolving delivery, tooling, and methodology conflicts
• Identified and mitigated cross-regional delivery risks, introducing structured escalation pathways and governance frameworks
• Standardised workflows and delivery templates across BAs, developers, and QA teams, reducing rework and bottlenecks by ~20%
• Established Communities of Practice and capability uplift initiatives, improving consistency, knowledge sharing, and delivery maturity across regions
• Developed training programs for team members to enhance skills and service delivery capabilities.
• Ensured compliance with legal, regulatory, and security requirements in service delivery processes.
• Championed customer service excellence, instilling a client-focused culture within the team.
• Managed end-to-end delivery of IT services to national clients, ensuring SLA compliance and customer satisfaction.
• Prepared and presented detailed reports on service performance, challenges, and achievements to senior management.
• Implemented continuous improvement processes to reduce costs and improve service quality.
• Developed and maintained strong client relationships, acting as the primary point of contact for service-related inquiries.
• Utilized technology solutions to automate tasks and improve service delivery effectiveness.
• Established policies and strategies for resource allocation and infrastructure while managing service delivery expectations.
• Initiated and managed strategic partnerships with external vendors to enhance service offerings.
• Oversaw daily operations of service delivery team, enhancing productivity and efficiency.
• Monitored performance metrics and conducted regular reviews to identify areas for improvement.
• Led the transition and transformation projects for new client onboarding, ensuring smooth service integration.
• Managed budget for service delivery projects, ensuring optimal use of resources and cost control.

Mandate: Lead digital transformation programmes for public-sector, education, and healthcare organisations; drive delivery clarity across distributed teams.

• Defined scopes, managed resources, and oversaw schedules in line with stakeholder and project owner specifications.
• Managed up to six concurrent client programmes (€200K–€1M), owning full lifecycle from scoping and kickoff through to delivery and handover
• Acted as primary client contact, aligning senior stakeholders (IT, Communications, Operations) and ensuring delivery remained aligned with business objectives
• Delivered digital platforms serving 5,000–50,000+ end users, across government, education, and healthcare environments
• Led multidisciplinary teams across Australia and Europe, coordinating developers, business analysts, and content teams in distributed delivery models
• Drove process redesign across client onboarding, content operations, and service delivery, improving clarity, adoption, and execution speed
• Implemented structured delivery workflows and ticketing standards, improving coordination across teams and reducing delivery friction
• Supported healthcare and aged-care clients with requirements mapping and operational process improvements, enabling smoother digital adoption
• Kept project teams on-task with proactive control of budgets, schedules and scopes.
• Worked closely with sales teams to ensure client satisfaction from acquisition to proposal phases.