TapmadTV $3M Digital Transformation Programme
Led a $3M programme launching Pakistan's first licensed OTT platform, 5 tech workstreams (iOS, Android, web, CMS, CDN), 25-person team, 8 international vendors, PMBOK + Agile hybrid governance.
What this is, in one paragraph.
Built the PMO from scratch and ran governance for Pakistan's first licensed OTT platform, risk register, RAID logs, milestone tracking, SteerCo reporting and stage-gated capital project delivery, landed on schedule across 5 technology workstreams.
“Led a $3M programme launching Pakistan's first licensed OTT platform, 5 tech workstreams (iOS, Android, web, CMS, CDN), 25-person team, 8 international vendors, PMBOK + Agile hybrid governance.”
The job to be done.
A first-of-its-kind regulated OTT launch in Pakistan: no internal PMO, 8 international vendors with different delivery cultures, 5 parallel technology workstreams, content-rights obligations, and a regulator-facing launch deadline with no slip room.
What we shipped.
- PMO operating model, risk register, RAID logs, decision logs, milestone tracking
- PMBOK-based stage gates for capital project workstreams (CDN, CMS infrastructure)
- Agile delivery cadence for iOS, Android and web product workstreams
- Vendor governance: SLAs, escalation paths, joint planning ceremonies
- SteerCo with monthly board reporting; weekly programme reviews
- Content-rights and regulator-facing compliance tracking
How it's put together.
- Programme broken into 5 workstreams with named workstream leads + RACI
- RAID register as the single source of truth, no parallel risk lists
- Stage gates between vendor procurement → integration → UAT → launch
- Joint vendor war room for the final 6 weeks before launch
Where I sat in the work.
Programme Manager / PMO Lead. Owned governance, stakeholder management, vendor relationships, risk posture and launch readiness end-to-end. Direct reporting line to the CEO and the board's tech committee.
What moved.
- Delivered Pakistan's first licensed OTT platform on schedule
- Held 5 technology workstreams to a single launch milestone with zero workstream slip
- Built a PMO playbook the company continued to use after launch
- Established agile delivery practices across the 25-person product and engineering team
What we chose against.
- Hybrid PMBOK + Agile model added overhead, accepted because the regulator-facing capital workstreams needed gate evidence
- Centralised vendor escalations through PMO, slowed minor decisions, prevented vendor-on-vendor finger-pointing
What I'd take into the next build.
- First-of-kind regulated launches do not survive a pure-Agile PMO, capital workstreams need stage gates with auditable evidence.
- Vendor governance is the highest-leverage PMO surface. Joint rituals beat written SLAs every time.
- RAID is only useful if every entry has an owner, a date and a decision path. Otherwise it is a log, not a register.
Relevance to networks, PSPs and cross-border platforms.
Banks, regulated fintechs and central-bank-licensed platforms run programmes that look exactly like this, capital workstreams, vendor stacks, regulator-facing launch dates, hybrid governance. This is the operating model that ships them.
Discussing payment infrastructure / product leadership roles?
Reference-available. Download the résumé or get in touch.
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