First 100 Days — Global Delivery Lead, CBCC Technology

Global Payments Solutions · Shareable version (for manager & leadership)

SHAREABLE Prepared 23 Aug 2026 · Start 24 Aug 2026

Purpose

Establish leadership of the global Cross-border Cross-currency (CBCC) technology change portfolio, stabilise platform operations, and build the foundations for a high-performing, globally distributed team — aligned to GPS and CBCC business objectives.

Guiding principles

Listen first, act on evidence. No structural decisions until the landscape is understood.
Stability before growth. Operational resilience is the first-order priority for the regional platform.
Continuity through transition. Protect delivery and knowledge retention given recent team changes.
One operating rhythm. A single governance and communication cadence across Hong Kong, Guangzhou and the broader global team.

Workstream 1 — People

Phase	Actions
0–30	Meet every team member 1:1 (HK & Guangzhou); map skills, roles, vacancies and reporting lines. Identify critical knowledge gaps and single points of failure. Engage local leads to understand the operating model in each location.
31–60	Define the target operating model and org design. Assess key-person and succession risk. Agree retention approach for remaining talent and initiate backfill of critical roles.
61–100	Establish team norms, communication cadence and objectives. Onboard new hires. Embed a culture of psychological safety and delivery accountability across locations.

Workstream 2 — Delivery

Phase	Actions
0–30	Build a complete inventory of the CBCC change portfolio. Map each initiative to business objectives, roadmaps and funding. Assess in-flight delivery health, dependencies and blockers.
31–60	Establish delivery governance: cadence, reporting, RAID (Risks, Assumptions, Issues, Dependencies). Prioritise with business and product stakeholders. Identify quick wins landable within 100 days.
61–100	Deliver first tangible wins. Publish a single portfolio view and delivery metrics baseline. Align on the multi-year change roadmap.

Workstream 3 — Risk & Resilience

Phase	Actions
0–30	Map the CBCC platform service chain end-to-end in the region. Review incident history, risk register, control environment and resilience posture. Understand regulatory obligations (HK and cross-border payments).
31–60	Establish a stability baseline and dashboard. Join and represent CBCC in risk forums. Partner with risk stewards and champions to prioritise remediation.
61–100	Drive stability remediation and demonstrate measurable risk reduction. Report progress in risk forums and to senior leadership.

Workstream 4 — Stakeholder

Phase	Actions
0–30	Map the stakeholder landscape: regional CIOs, Product, Operations, business and technology partners. Establish relationships with the interview panel. Clarify expectations and reporting.
31–60	Put governance touchpoints in place. Socialise early findings and the emerging portfolio view. Align on priorities and the global vs Asia regional balance.
61–100	Present the 100-day review and forward plan. Secure buy-in on strategy, resourcing and the multi-year roadmap.

Success measures (by Day 100)

Complete team, portfolio and stakeholder discovery, documented.
Target operating model and delivery governance established and running.
Stability baseline in place with first remediation wins delivered.
A prioritised, business-aligned change roadmap agreed.
100-day review delivered and forward plan endorsed by leadership.

Dependencies / risks to flag

Knowledge continuity following the recent team transition.
Distributed team operating model (Hong Kong / Guangzhou / global).
Platform stability remediation may constrain new delivery capacity in the near term.
Clarity of reporting line and regional vs global remit boundaries.