Julien Pierre H.

Finance & Shared Services Transformation Partner

I'm Julien, Finance Transformation Partner at Tata Consultancy Services. I spent five years at KPMG building a digital finance transformation advisory practice from zero to scale, and before that I was CAO at Fortress overseeing more than thirty M&A deals. At TCS I help organizations capture real value from AI by designing production-ready agentic systems, governance frameworks and practice-building methods that force priority decisions rather than rely on consensus.

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The Question People Always Ask:"The question I get constantly is: 'How do you get everyone aligned when they all have different priorities?'This is THE central challenge in enterprise execution—and it's what PMO exists to solve.Here's what I tell them:The problem isn't that people have different priorities. The problem is there's no forcing function to reconcile priorities and make trade-off decisions transparent.What doesn't work: Hoping everyone will naturally align (they won't) Escalating every conflict to the CEO (doesn't scale) Creating elaborate governance with 12-person steering committees (too slow) What does work:1. Single Source of Truth One portfolio view of all initiatives Clear dependencies mapped Resource constraints visible Conflicts surfaced automatically 2. Clear Decision Rights Who decides project priority? (Portfolio owner) Who decides resource allocation? (Resource managers) Who resolves cross-functional conflicts? (Program leads with escalation path) Who approves scope changes? (Steering committee for material changes) 3. Forcing Mechanisms Monthly portfolio reviews: Projects compete for resources based on business value Dependency management: Can't start Project B until Project A delivers component X Resource allocation: Can't have 20 projects with 10 people—force ranking required Real example:Fortune 500 client had 30 'strategic initiatives.' CEO frustrated—nothing moving fast enough.Root cause: Everyone said their project was #1 priority. No shared understanding of strategy. No trade-off decisions.What I did: Facilitated session with exec team: What are our top 3 strategic goals? Mapped all 30 initiatives to goals—12 didn't connect (killed them) Ranked remaining 18 by impact and effort Allocated resources to top 10, put rest on hold Created monthly rhythm: review progress, adjust priorities, resolve conflicts Result: 10 projects accelerated (clear resources), 8 paused (freed resources), 12 cancelled (stopped waste).The insight: Alignment isn't about getting everyone to agree. It's about creating structure that forces priority decisions and makes trade-offs visible.That's what a Global PMO does—it's the execution operating system that connects strategy to delivery.TABSwipe

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