Strategic AI & Data Science Technical Director | Digital Services Strategy Leader | Business Leader and PMO, Portfolio Design
Meridian, Idaho • 208‑850‑1724 • dfroshie@gmail.com • LinkedIn: linkedin.com/in/david-froshiesar
Building clarity and momentum across AI, data, and digital transformation for Fortune 500 organizations.
About
I’m a strategic leader with 30+ years of experience turning complex technical programs into measurable business outcomes. I partner with executives to translate strategy into disciplined execution — building governance, financial rigor, and operating rhythms that scale AI, data science, and digital services across global organizations.
I focus on:
Aligning AI/ML programs with business value
Building PMO/COE frameworks and operating models
Driving OpEx/CapEx discipline and ROI clarity
Enabling GTM readiness and partner ecosystems
Coaching leaders and building high‑performing teams
Core Strengths (three-column block or bullets)
Strategy & Leadership
Executive storytelling; board and C‑suite engagement
Portfolio strategy; long‑term planning and roadmaps
AI, Data & Engineering
Model lifecycle governance; data pipeline alignment
Cross‑functional partnership with engineering, SRE, and DS
Delivery & Operations
PMO/COE design; OKRs and operating rhythms
Financial planning; OpEx/CapEx oversight and ROI analysis
Go‑to‑Market & Services
Pricing, readiness, and GTM enablement
Incubation to scale transitions; partner enablement
People & Culture
Coaching senior ICs and managers
Building resilient, accountable teams
Selected Impact Stories
When I joined a global financial services team, dozens of machine learning models were running in silos with inconsistent monitoring, unclear ownership, and frequent production failures. The business was frustrated: promising pilots stalled, and leaders lost confidence in AI’s ability to deliver repeatable value.
I started by convening a cross‑functional working group that included data scientists, engineering, SRE, product owners, and the business sponsors. We mapped the end‑to‑end model lifecycle, identified the most common failure modes, and defined clear decision rights. Then I introduced a lightweight governance framework: standardized model validation gates, a single source of truth for model metadata, and a simple runbook for incident triage.
Execution focused on two things: removing friction for teams to deploy models safely, and giving leaders the visibility they needed to make tradeoffs. We implemented automated checks, a shared deployment pipeline, and a monthly executive dashboard that translated technical health into business risk and opportunity.
Within months the organization moved from ad hoc deployments to a predictable cadence. Teams regained confidence, incidents became manageable, and product owners began prioritizing models by business impact rather than technical novelty. The program shifted from being a cost center of experiments to a reliable capability that the business could plan around.
A large enterprise was struggling with inconsistent delivery across a multi‑billion‑dollar transformation portfolio. Projects competed for the same scarce resources, forecasts were unreliable, and senior leaders had no consistent way to compare tradeoffs across initiatives.
I led the design and rollout of a centralized PMO and Center of Excellence focused on three outcomes: predictable delivery, financial transparency, and capability uplift. We started with a pragmatic intake process that required each initiative to state its business hypothesis, success metrics, and resource needs. I partnered with finance to align OpEx and CapEx planning to delivery milestones and introduced a rolling forecast cadence that tied funding to demonstrated progress.
To make the change stick, I invested in coaching: training program leads on risk‑based planning, helping product managers craft crisp value statements, and mentoring engineering managers on capacity planning. We also created a lightweight playbook and templates so teams could move faster without reinventing governance.
The result was a portfolio that leaders could trust. Prioritization became data‑driven, resource conflicts were resolved earlier, and the organization developed repeatable patterns for moving initiatives from incubation to scale. More importantly, the PMO became a capability that enabled better decisions rather than a bottleneck — and leaders began to see transformation as an operating discipline, not a one‑off project.
AI Program Optimization — Global Financial Services
Led cross‑functional governance and model lifecycle practices that reduced model deployment time by X% and improved model reliability, enabling faster time‑to‑value for multiple lines of business.
Portfolio & PMO Transformation — Large Enterprise
Designed and launched a centralized PMO/COE that standardized delivery, improved forecast accuracy, and reduced project slippage across a $B+ portfolio.
GTM & Services Scaling — SaaS/Platform
Designed and launched a pragmatic PMO and Center of Excellence that introduced a value‑based intake, rolling forecasts, and capacity planning. The initiative cut average time‑to‑decision by 50%, reduced portfolio cost overruns by 28%, and freed $4.2M in reallocated budget for high‑impact initiatives during the first 12 months.
Career Narrative
My career is defined by a pattern: I enter ambiguous, high‑stakes environments, create structure and governance, and then hand off repeatable operating models that sustain growth. I’ve worked across industries and organizational scales, always with a focus on measurable outcomes and people development.
How I Work
Listen & Align — Rapidly surface business priorities and constraints.
Design the Operating Model — Governance, metrics, and decision rights.
Execute with Rigor — Roadmaps, PMO cadence, and financial discipline.
Scale & Coach — Embed capabilities, enable partners, and develop leaders.
What I’m Looking For
Senior leadership roles in AI, data, or digital services (Director / VP / Technical Director)
Opportunities to lead enterprise transformation, build COEs, or scale AI/ML programs
Advisory or interim leadership roles where I can rapidly create operating leverage
Contact & Next Steps
Email: dfroshie@gmail.com
Phone: 208‑850‑1724
LinkedIn: linkedin.com/in/david-froshiesar
Gravatar: https://davidfroshiesar.blog/
Suggested microcopy for contact section:
“Interested in a conversation about AI strategy, portfolio transformation, or interim leadership? Let’s schedule a 20‑minute call.”