About Dr. Ignacio B. Yaselli
The story, background, and reasoning behind a Principal Technical Programme Manager's approach to complex data and cloud delivery
Introduction
I spent 13 years at university, starting with electronic engineering and culminating in a PhD that combined engineering principles with particle physics. During this time, I contributed to the construction of one of the instruments at CERN’s Large Hadron Collider — later referenced in the book Angels & Demons and popularised in The Big Bang Theory.
Being surrounded by scientists and engineers at the frontier of research shaped how I think: methodically, systematically, and with an eye for the trade-offs that matter most.
Credentials that matter
- Engineering pedigree: My background spans electronics, mechanical, and systems engineering — rigorous technical foundations applied across disciplines.
- Delivery experience: Over a decade in senior programme and delivery leadership roles across data platforms, cloud transformation, and organisational change in consultancy environments — translating complex engineering thinking into real-world outcomes at enterprise scale.
- Bridging capability: Comfortable moving between technical design, execution, and organisational impact — seeing how people, processes, and technology interact simultaneously rather than in sequence.
These anchors give me the authority to make judgements about what works, what won’t, and why.
Lessons learned
Experience has taught me that certain patterns consistently reduce effectiveness:
- Projects implemented in silos almost always generate unforeseen downstream work.
- Tool-led change without clear ownership often prioritises governance over value.
- Over-engineering or over-optimisation rarely produces better outcomes.
These lessons are not arbitrary dislikes — they are the scar tissue that informs my approach to complex programmes.
How I think
My reasoning is guided by a few core principles:
- Start from first principles rather than inherited templates
- Make trade-offs explicit and deliberate
- Optimise for long-term capability, not short-term optics
- Stay hands-on when it improves judgement; step back when it does not
I approach work as an engineering problem first, a delivery problem second, and a governance problem last. This allows me to evaluate options, anticipate consequences, and navigate ambiguity with clarity.
Closing
Working with me means engaging with someone who asks hard questions, balances technical and organisational realities, and makes decisions with both evidence and judgement.
This page explains the reasoning behind the choices outlined on the homepage — not just what I do, but why I am able to do it effectively.
I am currently exploring senior programme and delivery leadership opportunities in consultancy environments. LinkedIn is the best place to start a conversation.