Wahid Fazli.
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Enterprise portfolio · PMO · technical programs

I align strategy, investment, and capacity—then drive execution.

At Oracle, I led investment prioritization and used data to help executives decide what to fund and where to assign engineering capacity. My work leading global teams, including managers and directors, improved cloud operations and supply chain delivery. To make project progress easier to track, I built AI tools independently and co-developed Command Center.

Most recent role Architect, Product & Portfolio Management, Oracle · Senior Director–level scope

Seeking Senior leadership roles in enterprise portfolio, PMO, and technical programs

See the evidenceRead my résuméContact me

Selected impact

Open a result for context

Enterprise portfolio

Investment, priorities, capacity

$200Mestimated annual IT portfolio within investment-prioritization scopeMore context

Led investment prioritization using Cost of Delay, capacity-allocation methods, and executive reviews across 50+ initiatives and 13 business and technology segments. Portfolio scope spans 800+ product managers, developers, and engineers. The total of 13 includes one technology segment, with three sub-segments covering technical debt, technology enablement, platform sustainment, and AI Factory.

2 weeksfrom ideation to implementation readiness, down from three monthsMore context

Standardized intake criteria, scope decisions, tooling, and reporting. Readiness covers requirements gathering, agreed scope, and a development plan; implementation follows.

10%developer capacity recaptured each quarterly planning cycleMore context

Partnered with Engineering, Product, and business stakeholders to revise the SAFe delivery model. Restructured innovation and planning iterations to support continuous development while preserving engineering planning context.

Cloud & technology

Programs, platforms, reliability

$300M+increased revenue enabled by a cloud trials programMore context

Built the operating model for executive-sponsored IaaS, PaaS, and SaaS trials. The $300M+ reflects annual and multiyear revenue contributions.

70%fewer Order Interface incidents on a critical cloud platformMore context

Led platform improvements and delivery of more than 20 capabilities, reducing Order Interface incidents by 70%.

Global supply chain

Logistics, cost, service

$20M+annual savings from a global logistics network redesignMore context

Led a multi-partner transition across manufacturing, 3PLs, warehousing, and transportation, delivering more than $20M in annual savings. Read the case study.

$6.2Madditional transportation savings generated in 2009More context

Introduced alternative transportation modes that generated another $6.2M in savings in 2009, beyond the core network redesign.

33%improvement in delivery accuracy and predictabilityMore context

Improved hardware shipment on-time delivery accuracy and predictability by 33% through changes to lanes, zones, processes, and carrier models.

Leadership scope

Where I lead.

Enterprise portfolio and program leadership, backed by technology operations and global supply-chain experience.

Portfolio strategy & investment

Demand intake, Cost of Delay, quantitative capacity allocation, investment prioritization, and governance.

PMO & enterprise programs

Program governance, RACI and decision rights, M&A integration, operational readiness, and cross-functional delivery.

Technical programs & cloud

Software development, production reliability, subscription operations, service monitoring, and engineering capacity.

Applied AI & decision support

Independently built AI tools and co-developed Command Center to improve reporting and execution insight. Led requirements, fine-tuning, and final sign-off as lead consultant.

People leadership: Led a 30+ person global Oracle Cloud platform organization. At Hitachi GST, managed 16+ direct staff and directed the work of 50+ contractors through third-party logistics providers, which retained HR and people-management responsibility. At Oracle, my portfolio leadership has spanned 800+ product managers, developers, and engineers through governance and cross-functional collaboration.

Selected work

Decisions made real.

Three examples of the range: investment choices, technology operations, and global logistics.

Enterprise portfolio

Made investment and capacity tradeoffs visible.

Portfolio standards, Cost of Delay, and capacity-allocation methods across 13 business and technology segments and more than 50 initiatives.

See the prioritization approach → Cloud programs

Built the operating model behind cloud growth.

Connected product, sales, provisioning, finance, and operations for executive-sponsored trials.

See the cloud operating model → Global logistics

Redesigned a global logistics network.

Moved from a single supplier to a multi-partner network across manufacturing, 3PLs, warehousing, and transportation.

See the network redesign →
Explore all seven case studies →

Detailed evidence

Decisions, approach, results.

Portfolio and PMO, cloud programs, applied AI, and earlier global operations.

View all seven case studies
Portfolio transformation01

Made investment and capacity tradeoffs visible.

Built the intake cadence, decision rights, Cost of Delay rubric, and capacity-allocation methods across 13 business and technology segments and more than 50 initiatives. Reduced ideation-to-implementation readiness from three months to two weeks by organizing requirements gathering, scope agreement, and development planning.

98%+ traceability · 150+ hours saved each planning cycle
PMO & M&A integration02

Turned acquisition change into executable milestones.

Led cross-functional project managers through scope, requirements, testing, acceptance, go-live readiness, and executive governance.

24+ acquisitions supported
Technical program & platform leadership03

Stabilized a business-critical cloud platform.

Unified engineering, program management, support, and operations while shifting toward service ownership and independently deployable microservices.

91% improvement in security vulnerability remediation · 70% fewer Order Interface incidents
Cloud growth04

Built the operating model behind a revenue engine.

Connected Sales, Deal Management, Product Development, Provisioning, Finance, and Operations around executive-sponsored IaaS, PaaS, and SaaS trials.

Trial demand scaled from 7 to 167+ monthly requests
Global supply chain · Hitachi GST05

Redesigned a global logistics network.

Led the shift from a single logistics supplier to a multi-partner network across manufacturing, 3PLs, warehousing, and transportation, then added alternative modes.

Multi-partner network transition, followed by additional savings through alternative transportation modes
In-house global track & trace · Hitachi GST06

Built Hi-Tack for global shipment visibility.

Conceived and named Hi-Tack, then drove the in-house tool from requirements through deployment. Business users could track shipment milestones and status from dispatch through delivery.

A key enabler of the move to a multi-supplier logistics strategy
Inventory modernization07

Put near real-time inventory visibility in the hands of global hubs.

Led a rollout across remote logistics centers, replacing email-based processing with handheld receipts, shipment updates, and on-hand inventory reporting.

50+ hubs connected while reducing manual work and operating cost

Recommendations

What leaders have said.

Excerpts from LinkedIn recommendations by leaders I worked with at Oracle.

“Wahid consistently brought a strong combination of operational discipline, technical depth, and sound judgment to complex production environments.”
Lisa HornschemeierVice President of Engineering · Former manager
“He translated a broad set of initiatives into a clear view of priorities, outcomes, and investments.”
Aileen SchwabVice President, HR Technology Organization, Enterprise Engineering · Client
“Wahid embodies the most important qualities of a leader – taking ownership, collaborating, and following through with commitments.”
Jenny TsaiSenior Vice President, Overall Database Product Management · Cross-functional colleague

Full résumé

Experience and education.

Recent leadership first, with earlier experience available on demand.

Senior Director–Level Leader — Enterprise Portfolio Strategy, Technical Program Management & Product Operations

Read the full résumé

Led investment prioritization, working with executive leaders to assess business value and determine where to commit funding and engineering capacity. Led global teams, including managers and directors, and delivered improvements across cloud operations and supply chain. Built AI tools to improve reporting and execution.

Professional experience

ORACLE

Redwood City, California

September 2022 - November 2026

Architect, Product and Portfolio Management

  • Led portfolio strategy across 13 business and technology segments and 50+ initiatives, connecting demand, investment, capacity, roadmaps, delivery, and quality across 800+ product managers, developers, and engineers. Led investment prioritization for an estimated $200M annual IT portfolio, including Data Center priorities in a multibillion-dollar CapEx and OpEx environment.
  • Established a company-wide Cost of Delay rubric and algorithm-enabled capacity-allocation methods, replacing subjective prioritization with a quantitative basis for investment and capacity decisions. Enabled leaders to direct resources to the company’s highest-priority work, improved request-to-Jira traceability to 98%+, saved 150+ hours per planning cycle, and equipped 100+ product managers through standards and training.
  • Led the shift from pillar-based silos to matrixed engineering resourcing and established a core Product Management team to align priorities and capacity across business segments.
  • Built a program-management cadence with standardized intake criteria, taxonomy, tooling, reporting, RACI, and quality gates for fiscal-year prioritization and executive roadmap reviews with Product Segment Leaders. Cut ideation-to-implementation readiness from three months to two weeks, covering requirements, agreed scope, and a development plan.
  • Partnered with Engineering, Product, and business stakeholders to revise the SAFe delivery model. Restructured innovation and planning iterations to support continuous development while preserving engineering planning context, recapturing 10% of developer capacity each quarterly planning cycle.
  • Independently built AI tools and co-developed Command Center, a Jira-integrated project tool that improved reporting productivity and execution insight through natural-language interaction and audience-specific updates. Served as lead consultant throughout development, pilot testing, and production deployment, defining requirements, guiding fine-tuning, and signing off on the final product.

ORACLE CLOUD INFRASTRUCTURE

Redwood City, California

September 2021 - September 2022

Senior Director, Software Development, Platform Services

  • Owned Oracle's Subscription Management platform across software development, production operations, and infrastructure sustainability; led a global organization of 30+ engineers, Technical Program Managers, managers, and directors.
  • Set a modernization strategy to move the platform toward service ownership and independently deployable microservices, bringing development, program management, support, and operations together under a DevOps model.
  • Delivered 20+ platform capabilities and improved security vulnerability remediation performance by 91% in six months. Reduced Order Interface incidents by 70% and retired 21 unused production services.

ORACLE

Redwood City, California

October 2018 - September 2021

Senior Director, Cloud Solutions, Production Engineering and Operations

  • Directed business-critical production operations across subscription provisioning, billing, revenue, Accounts Receivable, financial operations, and monthly and quarterly close.
  • Used recurring incidents to identify root causes, improve system design, set engineering priorities, and clarify ownership across business operations, product, and engineering.

ORACLE

Redwood City, California

January 2018 - October 2018

Director, Cloud Solutions, IT M&A Integration and Cloud Programs

  • Led cross-functional Project Managers through application and tool integration for 24+ acquisitions, overseeing scope, requirements, testing, acceptance, go-live readiness, and milestones for executive review.
  • Directed New Product Introduction through user acceptance testing and launch, improving the Bug and Service Request response cycle by approximately 25%.

ORACLE

Redwood City, California

September 2015 - January 2018

Director, PMO, M&A Integration and NPI Cloud Framework

  • Built the operating model for executive-sponsored IaaS, PaaS, and SaaS trials. Monthly requests grew from 7 to 167+, enabling $300M+ in increased revenue across annual and multiyear contributions.
  • Led acquisition-integration programs and launched the Oracle Startup Cloud Accelerator across Sales, Deal Management, Product Development, Provisioning, Finance, and Operations.

ORACLE

Redwood City, California

December 2011 - September 2015

Global Process Owner, Logistics, Shipping, Delivery and Returns

  • Owned worldwide strategy, service levels, controls, KPIs, and systems improvements across shipping, delivery, and returns; led the MICROS Warehouse Management System rollout through operational readiness.
  • Improved hardware shipment on-time delivery accuracy and predictability by 33% through lane, zone, process, and carrier-model changes.

PACIFIC BIOSCIENCES

Menlo Park, California

April 2011 - October 2011

Senior Manager, Logistics and Global Distribution

  • Led global distribution, warehousing, transportation, supplier performance, and landed-cost strategy for instrumentation, spare parts, consumables, and accessories.
  • Renegotiated an $850K logistics spend, reducing costs by 30% within six months while managing carrier and distribution-center relationships.

HITACHI GST (NOW WESTERN DIGITAL)

San Jose, California

February 2010 - April 2011

Senior Manager, Logistics Operations

  • Directed logistics operations across North America, Europe, and Asia-Pacific, including Japan. Delivered $500K in quarterly operating and headcount savings, with $1.5M in total reductions.
  • Led post-merger supply-chain integration and redesigned regional and Asian manufacturing flows to improve freight cost, lead time, inventory control, and operating efficiency.

HITACHI GST (NOW WESTERN DIGITAL)

San Jose, California

September 2006 - February 2010

Manager, Global Logistics Operations and Import/Export

  • Directed transportation, warehousing, import and export, vendor-managed inventory, and 3PL operations across North America, Europe, and Asia-Pacific, including Japan.
  • Led a multi-partner logistics network transition that delivered $20M+ in annual savings and introduced alternative transportation modes that generated another $6.2M in savings in 2009.
  • Conceived and named Hi-Tack, an in-house global track-and-trace tool; led deployment so business users could follow shipment milestones from dispatch to delivery.
  • Partnered with the SAP project office on SAP ECC 6.0 implementations and upgrades and delivered improved inventory solutions for logistics centers and VMI hubs.
  • Managed 16+ Hitachi GST staff and directed operations for 50+ contractors through third-party logistics providers, which retained responsibility for contractor HR and people management.

HITACHI GST (NOW WESTERN DIGITAL)

San Jose, California

April 2003 - September 2006

Program Manager, Global Logistics, Asia Pacific and Japan VMI Operations

  • Expanded an inventory solution across 50+ remote hubs and logistics centers, replacing email-based processing with near-real-time shipment and inventory visibility while reducing headcount and operating cost.

IBM, STORAGE TECHNOLOGY DIVISION

San Jose, California

August 2001 - April 2003

Lead Analyst, Global Logistics, Asia Pacific Transportation

  • Managed Asia-Pacific transportation performance across 3PLs, carriers, security, and demand-planning teams and expanded direct-ship capabilities to customer manufacturing sites.

IBM, STORAGE TECHNOLOGY DIVISION

San Jose, California

October 1999 - August 2001

Analyst, Supply Chain Management

  • Managed supply commitments and analyzed forecasts, sales rates, inventory, product transitions, and supply-demand imbalances in support of $3.5M+ quarterly revenue objectives.

Education, leadership development and certifications

  • California State University, East Bay | B.S. in Business Administration, Marketing Management Option | 2001
  • UC Berkeley Executive Education | Accelerating Change Readiness and Agility | 2023
  • Google | AI Fundamentals | 2026
  • OpenAI | AI Leadership | 2026
  • Oracle | Agentic AI Foundations Associate | 2026
  • Oracle | Oracle Fusion AI Agent Studio Certified Foundations Associate | 2026

Wahid Fazli · Enterprise portfolio, programs, and technology leadership

Download the PDF résumé

Start a conversation

Let’s talk about the work ahead.

I’m seeking senior leadership roles in enterprise portfolio, PMO, and technical programs.

Emailwahid.fazli@gmail.comLinkedInView profile (internet required)RésuméRead résumé

Lisa Hornschemeier

Vice President of Engineering, Oracle Cloud User Experiences · Former manager

I had the pleasure of managing Wahid during his work supporting Oracle’s Subscription Plan Management platform. Wahid consistently brought a strong combination of operational discipline, technical depth, and sound judgment to complex production environments.

He was especially effective at prioritizing business-critical operational issues, driving root-cause analysis, and partnering across engineering, product, and operations to turn recurring incidents into durable improvements. Wahid understood the end-to-end subscription lifecycle, from provisioning and billing through financial close, and could clearly translate technical risks and production impacts for both technical teams and leadership.

He is dependable under pressure, highly collaborative, and focused on improving both platform reliability and the customer experience. I would recommend Wahid to any organization looking for a thoughtful, results-oriented leader in production engineering, cloud operations, or enterprise platforms.

Aileen Schwab

Vice President, HR Technology Organization, Enterprise Engineering· Client

I had the pleasure of working closely with Wahid at Oracle, and greatly valued the strategic perspective and discipline he brought to our technology partnership. Wahid brought greater structure to IT intake and prioritization, sharpened our focus on metrics and value, and always kept the needs of our customers at the center. I especially appreciated Wahid’s ability to connect the details of a complex technology portfolio to the bigger picture. He translated a broad set of initiatives into a clear view of priorities, outcomes, and investments, and shaped compelling executive communications and portfolio readouts for senior leadership. Wahid is thoughtful, collaborative, and genuinely committed to making the organizations around him more effective. He brings together strategic thinking, strong program leadership, and an ability to create clarity across complex work—qualities that make him an asset to any organization.

Jenny Tsai

Senior Vice President, Overall Database Product Management at Oracle · Cross-functional colleague

I first worked with Wahid during the ramp-up phase of the Oracle Startup Cloud Accelerator program. His diligence, attention to detail, and responsiveness immediately set him apart. As we progressed in defining and establishing processes to enable the program to grow, he further impressed me with his problem solving and communication skills. He also instinctively identified potential bottlenecks and worked proactively to eliminate or avoid them. His ability to get any job done quickly and well garnered him attention from the highest levels of Oracle leadership, who kept him on their speed-dial list. Through hands-on experience and rapid immersion in OCI cloud operations, Wahid quickly built strong technical proficiency, enabling him to step into broader leadership roles within the team. Wahid embodies the most important qualities of a leader - taking ownership, collaborating, and following through with commitments. He would be an asset for any organization.