9 → 14
platforms
Expanded the business technology portfolio to support a broader and more varied set of operational needs.
Business transformation · Operations · Technology
Connecting strategy to execution through people, process, and technology.
I am a business technology and operational transformation leader with experience building teams, improving service-delivery models, expanding technology portfolios, and translating strategic priorities into measurable execution.
Much of my work has involved helping organizations build the teams, operating models, processes, and technology capabilities that turn direction into action. That intersection—where strategy becomes practical execution—is where I do my best work.
01
Leadership profile
Turning complexity into clarity, ownership, and forward motion.
Farris Hamwi is a senior leader whose work spans business technology, operational service delivery, transformation, and organizational enablement within a large professional-services organization. He has led teams and leaders responsible for platform strategy, implementation, adoption, governance, and continuous improvement.
Working across executive leadership, business functions, IT, quality, contracts, and operational teams, Farris translates strategic priorities into practical operating models and measurable execution. His leadership style is thoughtful, collaborative, direct, and accountable—with an emphasis on developing capable leaders, creating useful operating rhythms, and producing results that can be sustained.
Selected impact
Building capacity.
Strengthening execution.
Outcomes created by improving the operating system around the work—not by treating the numbers as the strategy.
1 → 3
service lines
Evolved the service-delivery model from one major practice to three distinct service lines.
+40%
team output
Increased delivery capacity with minimal headcount growth through clearer ownership and more consistent execution.
−55%
escalations
Reduced recurring escalations by strengthening accountability, visibility, and standardized delivery practices.
Leadership scope
Led 12 directors, managers, and product leaders · Supported approximately 1,500 team members · Collaborated with approximately 150 business, office, and industry leaders · Served on the executive leadership team of an approximately $300M practice
02
How I lead
Principles that move work—and people—forward.
Practical leadership anchored in clarity, capability, and shared accountability.
Connect strategy to execution
Translate direction into clear priorities, owners, decisions, and measurable action—so strategy becomes the way work gets done.
Align the whole system
Bring people, process, and technology together. Improving one in isolation rarely creates a sustainable business outcome.
Build clarity and accountability
Make roles, decision rights, expectations, and outcomes visible. Clarity creates focus; accountability sustains follow-through.
Develop leaders, not dependency
Equip leaders to own outcomes, make sound decisions, and strengthen the organization beyond any one individual.
Design for today—and what comes next
Balance immediate needs with scalable operating rhythms, practical automation, and technology that genuinely supports the work.
03
Transformation experience
Selected transformation work
High-level examples focused on the business challenge, the leadership approach, and the outcome.
01
Expanding a business technology function
Challenge
A business technology team built for one major practice needed to serve additional lines with different operational and client-service needs.
Approach
Adapted the service-delivery model, clarified leadership responsibilities, expanded the platform portfolio, and established stronger operating rhythms, governance, and accountability.
Outcome
Expanded support from one practice to three service lines, grew the portfolio from 9 to 14 platforms, and created a more scalable model for distinct business needs.
02
Improving operational performance
Challenge
The team needed to increase delivery capacity and reduce recurring escalations without relying on significant headcount growth.
Approach
Improved role clarity, leader ownership, prioritization, performance visibility, knowledge sharing, and standardized delivery practices, supported by clearer goals and operating rhythms.
Outcome
Increased output by approximately 40% with minimal headcount growth and reduced escalations by approximately 55%.
03
Building a cross-functional leadership model
Challenge
Technology decisions and execution required coordination across business leadership, IT, quality, contracts, platform teams, and operational stakeholders.
Approach
Built cross-functional relationships, established decision forums, clarified ownership, and translated strategic and operational needs into actionable technology priorities.
Outcome
Improved coordination, strengthened accountability, supported technology adoption, and created more consistent execution across a large, complex business environment.
04
Career experience
Leadership across technology, operations, and enablement.
Director of Operational Service Delivery
Business Technology Solutions
Holds broader cross-practice responsibility for operational service delivery while continuing to lead the established Business Technology Solutions team. The role centers on expansion into multiple service lines, operating-model improvement, platform strategy, AI-enabled automation, standardized delivery, leadership accountability, and measurable performance improvement.
Managing Director, Business Technology Solutions
Client Accounting & Advisory Services (CAAS)
Led a cross-functional business technology and enablement organization supporting an approximately $300M practice and 1,500 team members. Led 12 directors, managers, and product leaders; collaborated with approximately 150 business leaders; and participated on the executive leadership team. Scope included platform strategy, implementation, adoption, governance, enablement, and continuous improvement.
Director, National Sage Intacct Practice
Digital
Selected to transform a $1M local practice into a national offering, building and leading a 50+ person organization across sales, customer success, and professional services. The work combined growth strategy with the operating discipline needed to scale the full client lifecycle—from pre-sales through implementation, adoption, and ongoing service. Over seven years, the practice grew to $16M in revenue and more than 1,800 clients while increasing NPS from 45 to 73 and reducing churn from 8% to under 3%.
Manager & SaaS Practice Lead
Washington, D.C. Office & National SaaS Practice
Led the Washington, D.C. office and national SaaS practice, with six leaders overseeing 35 consultants and developers. Held responsibility for operations, practice performance, and P&L while establishing the Sage Intacct practice, advancing cloud-hosted service offerings, and developing the commercial and delivery foundations that informed later national-practice leadership.
05
Areas of expertise
Where leadership and execution intersect.
01Business & Operational Transformation
02Operational Service Delivery
03Business Technology Strategy
04Organizational Enablement
05Operating Model Design
06Team & Leadership Development
07Cross-Functional Leadership
08Portfolio & Platform Strategy
09Governance & Accountability
10Process Improvement
11Technology Adoption
12AI-Enabled Automation
13Strategic Planning & Execution
14Professional Services Operations
How I think about transformation
Technology matters. The operating context around it matters more.
Transformation succeeds when strategy is translated into clear ownership, practical operating processes, capable leaders, and technology that genuinely supports the work. Sustainable change is rarely created by technology alone. It happens when people understand the purpose, leaders reinforce the right behaviors, and the organization creates the discipline to follow through.
Future perspectives
01
Why transformation fails between strategy and execution
Coming soon02
The role of operating rhythms in organizational performance
Coming soon03
Using AI as a practical business enabler
Coming soonBeyond the work
The values, strengths, and experiences that shape how I show up.
Leadership is personal. The way I work is grounded in what I value, what comes naturally to me, and the interests that keep me curious, challenged, and connected beyond my professional life.
Purpose
I aspire to make a positive, constructive difference through the work I undertake, the relationships I build, and the experiences I pursue. I am most fulfilled when ideas and effort translate into meaningful progress for people, organizations, and the world immediately around me.
What I value
- Trust
- Candor, dependability, responsible behavior, and the confidence to assume positive intent.
- Autonomy
- The freedom—and responsibility—to exercise sound judgment, and the space to give others the same.
- Connection
- Understanding people, cultivating genuine relationships, and approaching others with compassion and generosity.
What comes naturally
I am energized by ideas, learning, and new possibilities. I naturally look for patterns and connections, seek to understand what makes each person distinctive, and build relationships through curiosity, depth, and trust.
IdeasLearningPatternsRelationships
Outside the work
Discovery, challenge, and the occasional long view.
Outside work, I recharge through mountain biking, hiking, and traveling with my family—especially when it gives us an opportunity to explore somewhere new. I’m drawn to experiences that combine discovery, physical challenge, and reflection.
Start a conversation
Interested in connecting strategy to execution?
I welcome conversations about senior leadership opportunities in transformation, operations, service delivery, and business technology.