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Ricardo de la Vega
1 Slot Open · Accepting Q3 2026
Limited availability — schedule now

Ricardo
de la Vega

I step in, diagnose failure points, and re-establish structured execution.

Enterprise Program Recovery & Transformation Leader

|
Ciudad de México · CST (GMT-6)
Years of Experience
Restoring executive control in programs where structure has collapsed and delivery is at risk.
Ricardo de la Vega
85%
Faster deployments — 6 months to 2 weeks, FICO
88%
OpEx cut — global network consolidation, Honeywell
99.9%
Availability sustained — LATAM infrastructure, S&P Global
23+
Years leading enterprise programs globally

What I Do

I work in environments where the stakes are high, the complexity is real, and standard delivery approaches have already failed. Each engagement is focused on restoring control and producing outcomes executives can measure.

01

Program Recovery

Diagnose failure points, re-establish ownership and decision rights, and restore a structured operating cadence with measurable milestones.

When to call

When programs have lost execution control — missed milestones, collapsed ownership, conflicting priorities and no governance to break the deadlock.

Programs stabilized within 30 to 90 days. Structure restored. Delivery back on track.
02

Enterprise Delivery

Lead end-to-end delivery across cloud migrations, DevOps transformations, and SaaS implementations in regulated, security-constrained environments.

When to call

When the initiative is too complex, too visible, or too regulated — cloud migrations, DevOps, SaaS rollouts in high-compliance environments where failure is not an option.

End-to-end delivery with executive accountability and zero ambiguity at every stage.
03

Global Team Leadership

Drive alignment across distributed teams, vendors, and time zones. Establish clear ownership, reporting cadence, and decision frameworks that scale.

When to call

When distributed teams, multiple vendors, and competing time zones have created coordination failure — nobody owns the outcome and nobody agrees on the plan.

Unified execution model across geographies, contracts, and teams.
04

Executive Governance

Design and implement governance frameworks, escalation paths, and reporting structures that give leadership the visibility and decision data they need.

When to call

When leadership is getting status updates but has no real visibility — decisions are delayed, risks are buried, and nobody is accountable for outcomes.

Governance framework that drives real decisions — not just weekly reports.

What You Get

Structured control from day one. Each deliverable is designed to give executives the visibility and decision data they've been missing.

Day 1 → Week 12: Structured intervention sequence

Day 1 to Week 2

Immediate command & control

Executive status report live from day one. One-page program snapshot covering scope, critical milestones, decision logs, and open risks, giving leadership full visibility before the end of week one.

Weeks 2 to 4

Risk & issue control

Structured risk register with owners, thresholds, and escalation paths. Issues stop falling through the cracks.

Weeks 3 to 6

Dependency map

Cross-team and cross-vendor mapping with dates and blockers surfaced. Gridlock eliminated before it hits the critical path.

Weeks 4 to 8

Operating cadence

Meeting structure rebuilt around decisions, not updates. Every session ends with a clear owner and a clear next action.

Weeks 6 to 12

Release readiness pack

Go/No-Go criteria, cutover sequencing, rollback procedures, and executive sign-off tracking. Everything needed to protect the go-live.

Years of Impact

Oversight of multi-million-dollar transformation portfolios across regulated environments.

Credentials & Methodology
Project & Program
PMP — PMI
PMI-ACP — Agile
SAFe Framework
Prince2 (Practitioner)
Service & Operations
ITIL v3 — AXELOS
Six Sigma Green Belt
COBIT Governance
Lean Operations
Cloud & Infrastructure
AWS Cloud Practitioner
CCNP — Cisco
DevOps & SRE Practices
Multi-cloud Architecture
Domain Experience
Financial Services & Fraud
Supply Chain & IoT
Global SaaS Delivery
Regulated Environments
2025 — Present
Enterprise Delivery Consultant
Independent · Program Recovery & Executive Advisory

Advising organizations on program recovery, governance redesign, and structured delivery for complex technology initiatives in financial services and regulated environments.

2020 — 2025
FICO
Sr. Program Manager, DevOps & SaaS Delivery

Led global Falcon Fraud Manager deployments across LATAM, North America, and Europe. Reduced time-to-market by 85% across 20+ production deployments through governance redesign and a repeatable multi-country delivery model.

2010 — 2019
Honeywell Technology Solutions
Sr. IT Program Manager

Modernized global network infrastructure across multiple regions, achieving 88% OpEx reduction through strategic consolidation.

2007 — 2010
Independent Consultant
Technology & Operations Consulting

Delivered technology and operations projects for Televisa, Grupo Reforma, and Alsea, focused on infrastructure modernization and operational efficiency.

2003 — 2007
S&P Global
Global Operations Director LATAM

Orchestrated a resilient operational framework that stabilized 99.9% availability across multi-region infrastructure, securing mission-critical delivery for S&P Global's premier brands, including Platts, Capital IQ, McGraw-Hill Education, and Business Week.

What's Your Situation?

1 Select a scenario or describe your program in your own words
2 Ricardo's AI analyzes your situation using real case experience
3 You receive a direct assessment and a path to resolution
Or describe your specific situation
Free · No commitment · Powered by Claude AI 2847 programs diagnosed
Analyzing your situation...
Ricardo's assessment
Schedule a free consultation

Free Resource

The first 30 days of every recovery follow the same structure.

Download the 30-Day Recovery Playbook PDF · 9 pages

Case Studies

Three engagements. Three different failure modes. One consistent outcome.

Deployments were averaging six months per go-live at institutions where every week of delay meant a live gap in fraud coverage for millions of active cards. Continuous executive escalations, active contractual penalty exposure, and no replicable delivery model.

Established weekly executive war room cadence
Rebuilt milestone structure and critical path
Reset governance with clear RACI ownership
Implemented formal deployment gates
Eliminated unnecessary dependencies
Standardized rollout into replicable multi-country template
Deployment cycle reduced from 6 months to 2 weeks.
85% time-to-market reduction achieved within 3 months.
Executive escalations stabilized. Repeatable global deployment model established.

Structural acceleration through governance redesign, not pressure.

A fragmented global network operating under legacy contracts and regional silos across 80,000 employees. Telecom costs were uncontrolled, architecture was outdated, and no unified infrastructure strategy existed.

Consolidated legacy contracts under unified global strategy
Standardized network architecture across regions
Modernized infrastructure stack
Deployed enterprise Voice over IP services
Coordinated cross-regional execution without service disruption
88% reduction in network operating expenses.
Full modernization of telecom and network stack without service disruption.
Siloed regions transitioned to coordinated global infrastructure.

Enterprise-scale cost transformation with operational continuity.

Siloed data centers and fragmented ownership across McGraw-Hill Education, S&P Platts, Capital IQ, and Bloomberg Businessweek. Inconsistent resiliency standards and no unified governance framework aligned to US oversight.

Consolidated regional data centers
Standardized governance aligned with US oversight
Reduced infrastructure duplication across platforms
Implemented unified reliability framework
Coordinated LATAM operations under centralized discipline
99.9% platform availability achieved and sustained across all financial data brands.
Resilience posture strengthened across all platforms.
Operational silos eliminated across regional infrastructure.

Long-term stabilization aligned to global governance standards.

Enterprise environments supported across banking, payments, and global SaaS ecosystems.

FICODecision Intelligence
Goldman SachsInvestment Banking
MastercardGlobal Payments
ItaúFinancial Services
Porto SeguroInsurance & Finance
TSYSPayment Solutions
EntercardCard Services
FISFinancial Technology
HoneywellIndustrial Technology
DiscoverFinancial Services
S&P GlobalMarket Intelligence
McGraw-HillEducation & Media
PlattsEnergy Intelligence
Business WeekBusiness Media
Capital IQFinancial Data
FICODecision Intelligence
Goldman SachsInvestment Banking
MastercardGlobal Payments
ItaúFinancial Services
Porto SeguroInsurance & Finance
TSYSPayment Solutions
EntercardCard Services
FISFinancial Technology
HoneywellIndustrial Technology
DiscoverFinancial Services
S&P GlobalMarket Intelligence
McGraw-HillEducation & Media
PlattsEnergy Intelligence
Business WeekBusiness Media
Capital IQFinancial Data
Who I Work With
  • Financial institutions and payment ecosystems
  • Regulated and security-constrained environments
  • Global SaaS delivery and platform organizations
  • Cloud migrations with multiple vendors and workstreams

When to Call Me

Clear signs your program needs executive-level stabilization and delivery control.

  • Milestones are consistently missed
  • Executive stakeholders lack reliable visibility
  • Dependencies are unmanaged across teams and vendors
  • Decisions are blocked by unclear governance
  • A fixed deadline is non-negotiable
  • Delivery focus has drifted from business outcomes
Bring Me In

What Is Your Delay Costing You?

Enter your program details. Numbers update in real time based on industry benchmarks for overhead burn and opportunity cost.

Cost of Delay
= Team Cost + Opportunity Cost
Total impact per week: team cost + market/revenue loss
Team Cost (Overhead)
= (Budget ÷ Program Duration) × (Team Size ÷ 10)
Weekly cost to sustain the team (salaries, tools, infrastructure). Scales with team size.
Opportunity Cost
= Team Cost × Industry Factor
Lost revenue/market position. SaaS 2.5x, Finance 3.2x, Healthcare 2.0x, etc.
Accumulated Loss (to date)
= Weekly Cost × Current Delay
What you've already lost due to the delay so far.
Projections (30/60/90)
= Weekly Cost × (Days ÷ 7)
Additional loss from today forward if delay continues. Incremental impact.
Total Program Budget
$1,000,000
$100K $50M
Program Duration (weeks)
24 weeks
4 52
Current Delay (weeks)
4 weeks
1 52
Team Size Involved
25 people
5 500
Select Industry
Cost of delay — per week
Overhead burn + opportunity cost
Accumulated loss to date
Based on current delay duration
Projected additional loss if no action taken
+30 days
+60 days
+90 days
Estimated engagement ROI
Based on program scale & industry benchmarks
⚠ Program Diagnostic
per month in delay overhead. Every week without action compounds the loss.
Every week this persists →  lost
In 90 days without action →  at risk
Estimated engagement ROI:
→ Let's fix this

Available for Leadership Engagements

I partner with organizations through interim executive leadership, structured C2C engagements, or long-term transformation roles.

Available globally — Based in Mexico — Remote-first

01

Full-Time Leadership

Permanent · Salary-based · C-suite reporting

Director, Head of Program, or enterprise delivery leadership roles responsible for complex transformations.

Best for organizations building a permanent delivery function or leading a multi-year transformation with no end in sight.

02

C2C Engagement

Contract · Day rate · 30–180 day engagements

Interim program recovery and executive oversight to stabilize high-risk initiatives and restore structured execution.

Best for programs in active crisis that need immediate executive intervention without a permanent hire.

03

Advisory

Retainer · Monthly · 1–2 active slots

Executive governance, delivery cadence optimization, and reporting frameworks to improve clarity and decisions.

Best for CTOs and VPs who need a trusted senior voice on demand without a full-time commitment.

What Leaders Say

Ricardo's tireless efforts to manage the FalconX FIS project were exceptional. He puts tremendous effort and time to ensure the teams get the support needed to keep the project moving.

Claus Moldt
Chief Technology Officer & EVP, FICO · Spot Award, FalconX FIS

Ricardo's leadership and professionalism helped the team focus on priority items, and his communication to the account team and client gave a much-needed sense of stability to the effort.

Darrien Hess
VP SaaS, DevOps & SRE, FICO · Spot Award

I had the opportunity to have Ricardo in my team during the implementation of the Center of Excellence in Latin America. Ricardo proved to be an invaluable resource. I asked him to become our Regional Operations and Infrastructure Director for LATAM.

Doug Taggart
VP Global Distributed Computing, McGraw-Hill Companies

From the Trenches

All articles →

Frequently Asked

Project managers manage execution. What I do is different — I diagnose why execution has broken down and reset the structural conditions that make it possible again. Decision authority collapsed, governance producing updates instead of decisions, sponsor misaligned from reality — those are not PM problems. If your program is missing milestones despite having capable people, it has a structural problem, not a management gap.
Day one is an executive status report and a forensic diagnostic. Weeks one and two: decision authority anchored, critical path rebuilt from reality, governance reset initiated. From there: structured escalation cadence, risk register with owners, dependency mapping, and a release readiness framework by week twelve. Every deliverable is designed to give leadership the visibility they have been missing — not another deck sitting in a SharePoint folder.
Typically within one to two weeks of contract signature. For programs in active crisis with a hard deadline, I can mobilize faster. The first action is always an executive status report and a diagnostic — not orientation, not onboarding. From day one the clock is already working for you.
The right framing is: what is inaction costing per week? Use the Cost of Delay calculator above — most programs at this scale are burning between $50K and $200K per week in delay overhead and opportunity cost. The intervention is a rounding error by comparison. C2C engagements run on a day rate. Advisory on a monthly retainer. Full-time leadership is a salary conversation. No benched teams, no junior analysts billing at senior rates. One accountable senior individual with a verified track record.
Remote-first with a structured cadence that works. I have delivered across LATAM, North America, and Europe without being on-site full time — governance does not require presence, it requires clarity. Where physical presence adds real value — executive alignment sessions, kickoffs, war room scenarios — I travel. Based in Ciudad de México, CST.
A consulting firm brings a team, a methodology, and a billing model that rewards longer engagements. A PMO adds process overhead. I step in as a senior individual — accountable, embedded, and focused on one outcome: getting your program back under control. No methodology decks. No benched resources billing at senior rates. No handover risk. One person with the authority and experience to operate at the executive level and the delivery level simultaneously.

Ready to bring execution discipline
to your most critical programs.

Whether you're recovering a derailed program or building delivery capability from the ground up. Let's connect.

Or reach me directly at ricardo@rdelavega.lat

Typically responds within 24 hours · Ciudad de México · CST (GMT-6)

WhatsApp · +52 55 1443 9636

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Bring Me In