Nilanjan “Neil” Maity · Winnipeg, Canada
I make complex technology portfolios governable.
I lead enterprise application portfolios and the governance around them. I turn business and public-service needs into practical decisions on investment, standards, security controls, operating models and delivery.
Employer chapters
The work behind the resume.
Each chapter explains the setting, what I owned, the main projects and the results.
Leading transit technology operations and modernization.
A member of Winnipeg Transit's IT leadership team and one of four direct reports to the function head, responsible for its commercial application portfolio, lifecycle and vendor governance across on-premises and SaaS platforms and leading fare-collection modernization.
Building a new product division toward a planned spin-off.
Helped fund and build a beverage-monitoring venture inside a 120-person engineering firm that designed and set up breweries and distilleries across India. We produced a working prototype; COVID-19 uncertainty ended further investment before the planned spin-off.
Growing from application ownership to corporate governance.
Earned two promotions: first from regulated application ownership to leading the Finance, Legal, IT and HR Solution Centre with people and budget accountability; then from Bangalore Global Business Services to a direct headquarters mandate in Copenhagen, leading cross-portfolio application-security posture, resilience and governance programs across the shared control layer of 55+ applications.
Managing 24/7 global network operations for UCB Pharma.
Managed projects and service delivery in UCB's 24/7 Global Network Operations Centre (GNOC), implemented global ITSM processes, improved service maturity and led transitions into Bangalore for an environment of about 15,000 users.
How I work
Governance is how strategy survives contact with operations.
I connect strategy to governance, investment and delivery so an organization can make decisions and carry them into operations.
Make accountability explicit
Name the accountable role for each application, decision and control, then record what was decided, why and what follows.
Manage the whole lifecycle
Connect acquisition, implementation, operation, security, continuity, renewal and retirement instead of treating a project as the finish line.
Leave capability behind
Judge a transition by whether the receiving team can run and improve the service without relying on the old team.
Outside-in perspective
How colleagues describe me at work.
Across 15 LinkedIn recommendations from direct managers, colleagues, clients and cross-functional partners, the same four themes recur.
Read what I am looking for next ↗Read the original recommendations ↗
Turn direction into action
Understand the problem, establish a practical path and carry the change into delivery.
Communicate across levels
Make complex work clear to technical teams, business leaders and senior management.
Build people and teams
Develop capability, improve delivery quality and help people progress in their careers.
Understand why the process exists
I do not take an inherited process at face value. I go back to first principles: what is it meant to achieve, who owns the decision and what risk does it control? I improve what can be improved while working within requirements set by administrative standards.
Themes synthesized from recommendations received between 2007 and 2022.
Profile
I connect strategy to delivery.
I lead application portfolios and the operating models around them. That includes ownership, investment planning, budgeting and financial control, vendors, service levels, security standards, continuity, transition and lifecycle decisions.
At the City, that means a public-facing fare platform and a multi-year modernization program. At Novo Nordisk, it meant a 20-person solution centre and the shared security, resilience and control layer across a 55+ application portfolio.
I have more than sixteen years in formal management roles, beginning in 2007, progressing through people leadership, solution-centre ownership, global programs and new-venture leadership.
I enrolled at Red River College Polytechnic in August 2020, beginning remotely from India during the pandemic and relocating to Canada as soon as travel restrictions allowed. I completed the Advanced Diploma in Information Security with honours in 2022 before joining the City of Winnipeg. My current work keeps that experience grounded in Canadian public-sector delivery. I am most useful where technology is critical, regulated, vendor-dependent or changing.