Sonia Moorjani

Strategic management of a national multi-stakeholder program (300+ contributors, 8 thematic clusters) with structuring of governance and global decision-making.

• Member of the central Steering Committee and Executive Committee, responsible for strategic structuring, cross-cluster governance, and global program coordination

• Lead for Cluster 4 (Industry, Technological Innovation, AI, Logistics, Supply Chain, Cybersecurity), with management of strategic orientations and priorities

• Management of Steering Committees, Executive Committees, and strategic plenaries (300+ participants), facilitating decision-making and cross-commission alignment

• Design and deployment of a structured methodological framework in 4 decision-making phases, applied to all clusters to ensure reliable analysis, selection, and validation of projects

• Structuring of prioritization mechanisms via multi-criteria scoring grids, enabling the qualification and arbitration of 300+ contributions from 12 countries

• Strategic analysis and selection of high-impact projects, based on criteria of national relevance, economic viability, sectoral impact, and execution feasibility

• Coordination of strategic deliverables intended to feed the national White Paper presented to institutional bodies

Finance Transformation · International Environment · Team 5–10 · Executive Stakes

• Structuring and deployment of end-to-end program governance (PMO Charter, RACI, escalation matrices, decision log, and executive reporting approved in Steering Committee)

• Management of 52 Steering Committees over 12 months, with decisions actioned within 48 hours and same-day decision log distribution

• Full management of the RAID Log: 14 major risks, 9 mitigation plans activated, 6 critical dependencies, 0 unaddressed issues

• 94% milestone adherence over 18 program milestones, with proactive J-7 alerts on at-risk milestones

• Construction of Power BI executive reporting (PBIX): Executive Committee dashboards, budget vs. actuals, RAID dashboard, and Q+1/Q+2 forecasts

• Reduction of monthly closing time from 8 days to D+3 through Power Query automation

Finance IS Overhaul · AMOA · UAT Management · Project Budget €500K+

• End-to-end management of the UAT phase (85 test cases), business/IT coordination, triage of 47 anomalies, and final validation with incident-free go-live

• Strategic interface between CIO and Finance departments, structuring 23 functional arbitrations and formalizing change control

• Production and management of weekly Steering Committees: progress monitoring, risks, blockers, and decisions, with sponsor reporting

• Project budget monitoring (€500K+) with proactive alerts and final variance maintained under 2%

• RAID Log management: 11 identified risks, 7 mitigation plans activated, critical escalations (P1) handled within 24 hours

• Reduction of reporting time from 5 business days to D+0 by structuring management and Power BI dashboards