Anas K.

Portfolio Manager for Philip Morris Switzerland and Program Manager for Conventional Cigarettes and Omnichannel workstreams, managing integrated Merkle and Philip Morris teams.

•Led cross-functional teams of 20–30 professionals, including tech consultants, architects, and project managers, to drive strategic portfolio execution and oversee tactical delivery across programs and projects

•Designed and introduced an IT Governance Model in 2020, refining it annually to ensure strategic alignment with evolving business priorities

•Optimized portfolio governance by implementing a decentralized decision-making framework, reducing development cycles by 40% and accelerating time-to-market by 30%

•Established a portfolio prioritization model, achieving 30% cost savings by aligning investments with strategic goals and optimizing resource allocation

•Spearheaded the strategic transition from Waterfall to Agile & Hybrid methodologies, leading tactical implementation across multiple programs, improving team efficiency by 35%

•Owned financial oversight for 13 programs, ensuring cost control, contractual compliance, and improved profitability

•Developed financial forecasting models, improving budget accuracy by 40% and enhancing executive decision-making

•Reduced operational costs by 25% through strategic vendor negotiations and optimized resource allocation

•Ensured compliance with Swiss regulatory frameworks, including the Tobacco Products Law (TPL) and revised Tobacco Products Ordinance (TPO)

Key Achievements

•Reduced development cycles by 40% and improved time-to-market by 30% through governance optimization

•Achieved 30% portfolio cost savings and reduced operational costs by 25% through strategic prioritization and vendor negotiations

•Enhanced budget accuracy by 40% through financial forecasting models, strengthening executive decision-making

•Drove a 20% increase in project success rates through data-driven decision-making at executive level

As a Program Manager, led the design and execution of data-driven business strategies and managed digital programs focused on analytics and data management for Eurosport Digital products (Eurosport News and Eurosport Player).

▪ Led a portfolio of analytics and data-driven initiatives, ensuring alignment with Eurosport's digital transformation strategy and business objectives.

▪ Managed cross-functional teams, including data analysts, engineers, and external vendors, to deliver high-impact analytics programs across Eurosport Player & News.

▪ Orchestrated the implementation of Google Analytics 360 and Adobe Analytics, enabling data-driven decision-making that drove a 40% audience increase during major sports events (Winter Olympics 2018, French Open, US Open, Tour de France, Vuelta).

▪ Developed and executed an Analytics roadmap, integrating cloud-based analytics platforms to achieve 4-screen measurement across TV (Eurosport channels) and Digital (Eurosport Player).

▪ Established a data governance framework, ensuring GDPR compliance and optimizing first-party data collection strategies to enhance audience insights.

▪ Led stakeholder engagement, collaborating with marketing, sales, editorial, and product teams to define KPIs, reporting standards, and analytics-driven business strategies.

▪ Introduced a Tag Management System, leading the implementation of Google Tag Manager, Adobe Launch, and Server-Side Tagging, improving data accuracy by 30% and reducing event-tracking latency.

▪ Implemented real-time data processing with Google BigQuery and Adobe Data Workbench, enabling instant audience insights and improving ad targeting efficiency by 35%.

▪ Designed and led the implementation of Video Measurement (Heartbeat Technology) for Eurosport Player & News, enabling real time engagement tracking for SVOD and AVOD.

▪ Optimized tracking strategies for sales campaigns (Bwin, Stubhub), improving conversion funnel insights and revenue reporting.

Led digital infrastructure projects for the OMEGA ecosystem, acting as primary liaison among GRDF, ENGIE IT, and Capgemini, managing a team of six experts.

•Led a team of six infrastructure experts, driving end-to-end project execution within the OMEGA ecosystem, improving operational efficiency by 40%

•Spearheaded the transition to Agile Kanban and Lean methodologies, improving system maintainability by 50% and team productivity by 30%

•Developed and enforced governance frameworks and best practices, ensuring project alignment with business objectives and reducing project delays by 35%

•Managed vendor relationships and led monthly strategic meetings with GRDF and third-party partners, improving vendor response time by 25%

•Oversaw financial planning and budget reporting, optimizing resource allocation by 30% and enabling cost-effective decision-making at senior management level

Key Achievements

•Improved operational efficiency by 40% and system maintainability by 50% through Agile Kanban and Lean methodologies

•Reduced project delays by 35% and increased project success rate by 40% through governance frameworks and cross-functional collaboration

•Optimized resource allocation by 30% and improved vendor response time by 25% through strategic financial planning and vendor management