Sandro Quaranta

Enterprise Performance Management

Turning Strategy into Sustained Execution

Enterprise Performance Management (EPM) addresses the gap between strategic intent and day-to-day execution. In both enterprises and elite-sport environments, strategies often fail not due to lack of ambition or intelligence, but because performance is not managed systematically across the whole organization.

I work with organizations to design and embed Enterprise Performance Management as a leadership operating system, not as a reporting or control layer.

As Owner of Dutch Disruption, I apply these principles in practice—working hands-on with leadership teams to translate strategy into sustained, enterprise-wide execution.

EPM ensures strategy is converted into clear priorities, execution is continuously guided by performance insight, and leadership attention is focused where it creates the greatest impact.

Key Contributions & Approach

• Designed enterprise-wide performance frameworks connecting strategy, execution, and continuous improvement
• Enabled leadership teams to manage performance proactively rather than reacting after results are fixed
• Shifted performance management from static reporting to active performance governance
• Integrated financial, operational, and behavioral performance into a single enterprise view
• Strengthened accountability and learning without undermining trust or motivation

Core EPM Principles Applied

• Strategy is managed daily, not reviewed periodically
• Performance is visible and actionable at every organizational level
• Leadership attention is guided by impact, not noise
• Investment decisions reflect enterprise-wide risk and return
• Continuous improvement is embedded as a normal way of working

High-performing enterprises, like elite athletes, do not rely on intuition or heroics. They commit to disciplined execution, deliberate feedback loops, and continuous refinement of performance.

Outcomes Delivered

• Improved strategic alignment across complex organizations
• Earlier identification and correction of performance issues
• More effective prioritization of initiatives and investments
• Stronger execution discipline without increased bureaucracy
• Sustainable performance improvement rather than short-term gains

Positioning
Owner, Dutch Disruption — Enterprise Performance Management specialist translating strategy into sustained execution through leadership-driven performance systems.

ENTERPRISE PORTFOLIO & RELEASE MANAGEMENT

Sandro Quaranta – Agile Enterprise Portfolio Release Management

Sandro Quaranta is an experienced Enterprise Release Delivery manager who has the proven ability to successfully manage large and complex release programmes. He worked for 9 AEX listed companies, several global top 50, and a variety of other organisations both private and public. He successfully defined, implemented, and managed Enterprise Release Delivery processes for his current employer and project execution standards for several other organisations and projects.

Sandro has a comprehensive ICT background and wide experience working with both ICT and business teams. In addition to his 10+ years as Release programme and project manager, he also worked as QA manager, consultant, and project leader in e-Business, multimedia, and product management domains. His extensive skills and knowledge are based on a variety of ICT projects, education, and specific management courses.

Release Programme Delivery Management | Service Delivery Management | Contract & Tender Management

2008 - 2016 : European Commission, The Hague, The Netherlands

Sandro was responsible for Enterprise Release & Service delivery management, contract management, and delivery process implementation.

Responsibilities

• Manage the Enterprise Release Delivery, responsible for managing the complete cycle from Release Programme planning, via the Quality Controls framework and Deliverables definition to Final Service Acceptance
• Perform project management product reviews, monitor project planning and progress within the framework of the Release Programme. Control the quality of project deliverables and procedures followed
• Responsible for identification, analysis, description, formalisation, and implementation of Release Planning, Governance, and Application & Infrastructure Delivery processes
• Owner of and responsible for monitoring, continuous improvement, and enforcement of these Delivery processes
• Defined, implemented, and communicated standards, templates, guidance, and reporting for supporting and managing these Delivery processes
• Managed several programmes and projects for both ICT and business
• Contributed to demand and portfolio management
• Set up resource management for ICT Operations and Release management
• Responsible for running European Tenders and managing external suppliers and contracts
• Executed the senior supplier role, from applications side, in the New Headquarter Project

Achievements

• Successfully introduced, continuously improved, and managed the Enterprise Release and Delivery processes
• Successfully delivered the projects and programmes, within budget, on time, and according to expectations of the Service Owners
• Successfully contracted external suppliers for Product and Service delivery
• ICT Projects, software delivery, and quality of service brought from “Cowboy software development” to a formalised and controlled Enterprise Release delivery approach

Project Manager | Programme, Project & Test Management

08/2001 - 12/2007 : Several Organisations, The Netherlands

As an external resource, Sandro managed projects for a variety of organisations and improved project execution for several.

Responsibilities

• Managed an agile software delivery project with a yearly budget of €3,500,000, 25+ FTE, and one external supplier
• Improved development methodology, management, and execution of the project
• Coached technical team leads and business representatives in executing the Scrum methodology
• Introduced Prince II methodology and provided training, coaching, and support to project leaders
• Initiated and managed projects and programmes, several projects following Prince II

Example: Project Manager Software Delivery

07/2007 - 12/2007 : Telegraaf Media Group (Keesing), Amsterdam

Responsible for improvement and management of the enterprise application software delivery project for the organisation’s core system.

Responsibilities

• Managed agile software delivery project with yearly budget of €3,500,000, 25+ FTE, and one external supplier
• Improved development methodology, management, and execution of the project
• Coached technical team leads and business representatives in executing Scrum methodology

Achievements

• Defined and implemented project management organisation and agile project execution methodology, resulting in more efficient and controlled project execution
• Completion of planned development iterations within budget, on time, and meeting expectations of the Business Service Owners

Programme Manager ICT Transition

01/2007 - 06/2007 : Air France / KLM Facility Services, Schiphol

Responsible for the transition programme of ICT Services from corporate infrastructure to a new organisation and environment.

Responsibilities

• Managed internal and external parties and team leaders
• Maintained contacts with operational management and departments
• Controlled progress of projects and took corrective measures when needed
• Reported to programme board and stakeholders through meetings and reports

Achievements

• ICT Transition projects accomplished within time and to the satisfaction of the board

Project Manager Internet

05/2006 – 12/2006 : TNT Post – Web Competence Centre, Den Haag

Responsible for management of several web-development projects

Responsibilities

• Initiated and managed projects, collected business demand and service requirements
• Guarded project progress and reported results to ICT management

Achievements

• Project goals achieved to clients’ satisfaction and within budget

Project Leader | Technical Architect Internet

04/1997 – 07/2001 : ING Investment Management (Den Haag), Fortis (Utrecht), KLM (Amstelveen), Ministry of Internal Affairs (Den Haag), Cordares (Amsterdam)

Responsible for technical leadership of several ECM and e-Business projects

Responsibilities

• Planned software development, coordinated and coached developers
• Presented e-business and content management solutions to colleagues and customers
• Directed technical architecture
• Designed technical system architecture and created functional specifications

Achievements

• Successfully designed and delivered several web applications
• Executed assignments to client satisfaction

Multi-media and Web Developer

07/1994 – 03/1997 : Philips Electronics NV – New Business and Special Projects Center, Eindhoven

Graduation internship and assignments for Philips Research NB&SP centre. Responsible for executing fixed-price web and multimedia projects for SMEs

Master of Science – Strategic Product Development IDE

09/1988 – 08/1995 : Delft University of Technology, Delft, The Netherlands