From a central bottleneck to a self-sustaining automation practice
A growing backlog of automation demand was outrunning a single central team. I designed an enterprise enablement model that moved delivery from centralized to hub-and-spoke, stood up a Center of Enablement with training, intake, and compliance standards, and put governance and quality gates around a portfolio that grew past 2,500 bots and apps, all kept active and in compliance by a leaner core team.