David Slaviero
GLOBAL CTO / CIO
OPEN TO CTO, CIO, AND BUSINESS UNIT LEADERSHIP
ORLANDO, FL  /  GLOBAL REMIT
GLOBAL CTO / CIO

David
Slaviero

Twenty-four years spent turning global technology organizations into engines of scale. My remit covered enterprise technology for a global BPO and customer experience business across three ownership eras, from $50M to $4B in revenue, on a $160M budget and a 1,500-person organization spanning 45 countries.

EMAIL → LINKEDIN → SEE THE WORK ↓
David Slaviero, Global CTO and CIO
CHIEF DIGITAL & TECHNOLOGY OFFICER FOUNDEVER, 2019 TO 2025
$160M
IT BUDGET
$4B
ENTERPRISE
45
COUNTRIES
1,500
TEAM LED
$20M
SYNERGY
THE THESIS

Scale is not a headcount number. It is whether one estate can carry forty-five countries without breaking.

Every large environment inherits duplication: two HR systems, two finance stacks, two ways to provision a laptop. Most of the value in transformation sits in the unglamorous part, which is deciding what survives, retiring the rest, and proving the saving in run rate rather than in a deck. That is the work my career has been built on, through three ownership eras and every major acquisition the group made.

DAVID SLAVIERO  /  GLOBAL CTO AND CIO
SIGNATURE VIEW

The consolidation rack

The Sitel and Sykes merger brought two systems estates inside a single 160,000-person enterprise. Stepping through the three stages below shows the shape of that work: what was retained, what was decommissioned, and what the run rate did as a result.

SITEL AND SYKES / SYSTEMS ESTATE CONSOLIDATION
Two estates, one enterprise
DAY ZERO
ESTATE ALIVE
HR platform
Finance
Workforce mgmt
Service desk
Identity
Security & compliance
+
ESTATE BLIVE
HR platform
Finance
Workforce mgmt
Service desk
Identity
Security & compliance

Two organizations arrive with parallel systems for the same functions. Nothing is broken on day one, and everything costs twice.

$0
RUN-RATE SYNERGY
2
SYSTEMS ESTATES
45
COUNTRIES IN SCOPE
>
>
>
DOMAINS SHOWN REFLECT THE PLATFORM ESTATE NAMED IN THE RECORD (SAP SUCCESSFACTORS, ORACLE, UKG, GENESYS, NICE, SALESFORCE). SLOT COUNTS ARE ILLUSTRATIVE OF THE STRUCTURE, NOT AN INVENTORY. FIGURES IN THE READOUT ARE AS REPORTED.
THE SHORT VERSION

Technology that has to hold at 160,000 people

A first job as a software engineer in Paris in 2000, then Groupe Acticall from 2001 onward: my working life has run almost entirely inside one organization, through three ownership eras and two renamings, to Sitel Group and then Foundever. That continuity is the point. Building a backbone at $50M and then running it at $4B teaches things that arriving late to a mature estate never will.

The scope covered IT, cloud, data, AI, and cybersecurity: a $160M budget split $120M operating and $40M capital, a 1,500-person organization, and delivery across 45 countries. Reporting ran to the CEO, with a seat on the executive committee and regular Board briefings on technology and security.

Most of the hard problems were integration problems. Due diligence and post-merger integration on Vitalicom and Sitel Worldwide, then the Sitel and Sykes merger, which consolidated the systems estate for a 160,000-person business and produced $20M in run-rate cost synergy over three years. Alongside that, a full turnaround: a near-daily outage crisis stabilized over 18 months and a data-center estate taken from 15 to 8.

Running a business unit rather than a function came through Innso, a software and technology entity built from zero to $10M in revenue at 70% gross margin across 50 clients in three years, with full P&L ownership. Technology translated into commercial outcomes: cost taken out, risk reduced, revenue protected, mergers made whole.

Currently on a planned career break following the completion of the Sitel and Sykes integration, and available immediately for CTO, CIO, President, or General Manager mandates at global scale.

David Slaviero
David Slaviero
GLOBAL CTO / CIO
PROFILE
TITLE OF RECORD
Chief Digital & Technology OfficerFoundever, 2019 to 2025
REPORTING LINE
CEO and executive committeeBoard briefings on technology and security
EDUCATION
Telecom Paris (ENST)Engineering degree, software engineering, 1997 to 2000
LANGUAGES
FRENCH, NATIVE ENGLISH, FLUENT SPANISH, ELEMENTARY CHINESE, ELEMENTARY
SECURITY & RISK
ISO 27001 SOC 2 PCI DSS GDPR HIPAA
PLATFORMS
SAP SUCCESSFACTORS ORACLE UKG GENESYS NICE SALESFORCE AWS AZURE UIPATH
STATUS
US Permanent ResidentOrlando, FL. Open to relocation and global remit.
THE RECORD

Four pieces of work that moved the number

Each of these ran to completion. The figures below are the ones reported at the time, not rounded up for a portfolio.

01
FOUNDEVER
Chief Digital & Technology Officer
$20M
RUN-RATE COST SYNERGY
MERGER INTEGRATION

One systems estate across 45 countries

Two organizations came together into a 160,000-person enterprise, each carrying a full set of systems for the same functions. Leading the technology integration meant choosing the surviving platforms and taking duplicate cost out of a business whose contact operations run around the clock. The synergy landed at $10M in year one and $20M in run rate by year three, taken across systems, staff, and leadership.

160,000
PEOPLE IN SCOPE
$10M
YEAR ONE SYNERGY
3 YEARS
TO FULL RUN RATE
02
INNSO
President & General Manager
$10M
REVENUE FROM ZERO
P&L OWNERSHIP

A software business built inside a services group

President and General Manager with full P&L ownership: the unit went from nothing to $10M in revenue at 70% gross margin across 50 clients within three years, shipping reusable AI-enabled customer experience platforms and accelerators for the group. The operating model was defined end to end: product roadmaps, portfolio governance, and delivery cadence. The unit was then integrated back into the core enterprise, covering teams, architecture, security posture, and delivery model.

70%
GROSS MARGIN
50
CLIENTS
3 YEARS
ZERO TO $10M
03
FOUNDEVER
Security, AI, and resilience
80,000+
EMPLOYEES CERTIFIED
RISK AND AUTOMATION

Posture that holds up to a client audit

Contact operations handle payment data, health data, and personal data at volume, which makes certification a commercial prerequisite rather than a compliance nicety. Business lines covering more than 80,000 employees were certified to ISO 27001, SOC 2, PCI DSS, GDPR, and HIPAA, and the enterprise BitSight rating was raised above 750. In parallel, AI and automation went out across the full base: automated provisioning for 160,000 users, IT self-service, and UiPath. When the pandemic arrived, 50,000 employees moved to remote work in under 10 days with no loss of service.

750+
BITSIGHT RATING
160,000
USERS AUTOMATED
10 DAYS
50,000 TO REMOTE
04
GROUPE ACTICALL / SITEL GROUP
Chief Information Officer
15 to 8
DATA CENTERS
TURNAROUND AND SCALE

From near-daily outages to a $1.6B backbone

The environment inherited in the CIO seat was failing almost every day. Stabilization took 18 months of reliability work, and the data-center estate was consolidated from 15 sites to 8. The technology backbone built over that period scaled the company from $50M to $1.6B in revenue, absorbing the Vitalicom and Sitel Worldwide acquisitions through technology due diligence and post-merger integration, standing up global shared services in India, the Philippines, and Morocco at 150, 350, and 100 staff, and governing the Avaya and Microsoft relationships at $10M a year each.

18 MONTHS
TO STABILITY
600
SHARED SERVICES STAFF
$10M/YR
PER VENDOR GOVERNED
HOW THE WORK RUNS

Four moves, in this order

Transformation programs fail on sequence more often than on ambition. The order below is the one that has held across three ownership eras and every acquisition the group made.

01
DIAGNOSE

Read the estate before touching it

Every inherited environment has a story that the architecture diagram does not tell: which systems are load-bearing, which contracts are quietly renewing, which teams are the only ones who know how something works. Mapping that honestly comes first, because a consolidation plan built on the org chart rather than on reality will stall in month four.

WHAT IT LOOKS LIKE
Platform inventory, contract and vendor exposure, reliability history, and a candid read on where the single points of failure actually sit.
PROOF
An 18-month reliability turnaround out of a near-daily outage crisis, ahead of any platform replacement.
02
CONSOLIDATE

Choose what survives, then commit

Consolidation is a decision problem, not a technical one. Picking the surviving platform for each function, publishing that decision early, and holding it through the noise is what converts a merger into a saving. Sequencing then runs country by country so that service to clients never becomes the variable being tested.

WHAT IT LOOKS LIKE
One surviving platform per function, a published migration sequence, and decommissioning treated as a deliverable with a date rather than a hope.
PROOF
A 45-country, 160,000-person merger consolidated onto one systems estate, and a data-center estate taken from 15 to 8.
03
AUTOMATE AND SECURE

Make the new estate cheaper and safer to run

A single estate only pays back if the cost of running it falls. Automation goes where volume is highest, which in a 160,000-person business means provisioning, access, and the service desk. Security and certification run in the same pass, because retrofitting a control framework onto a settled estate costs several times what building it in does.

WHAT IT LOOKS LIKE
Automated provisioning, IT self-service, robotic process automation on repetitive work, and certification scoped by business line rather than by wish.
PROOF
AI and automation across 160,000 users, 80,000+ employees certified to five standards, and BitSight raised above 750.
04
PROVE IT

Report in run rate, to the people who own the P&L

Technology earns its seat by speaking in the language of the business it serves. Savings get reported in run rate rather than one-off avoidance, risk gets reported as exposure rather than as ticket counts, and the numbers go to the CEO, the executive committee, and the Board in a form they can act on. Owning a P&L directly at Innso made that discipline permanent.

WHAT IT LOOKS LIKE
Run-rate reporting, vendor economics made visible, and a technology narrative that a board can connect to margin.
PROOF
$20M in run-rate synergy reported over three years, and a software unit built to $10M at 70% gross margin under full P&L ownership.
2000 TO 2025

The full track

2019 TO 2025
Chief Digital & Technology Officer
FOUNDEVER  ·  MIAMI, FL

Ran a $160M budget and a 1,500-person organization across IT, cloud, data, AI, and cybersecurity as the enterprise scaled from $1.6B to $4B in revenue. Integrated the Sitel and Sykes merger across 45 countries, delivered $20M in run-rate cost synergy, deployed AI and automation to 160,000 users, and certified business lines covering 80,000+ employees to ISO 27001, SOC 2, PCI DSS, GDPR, and HIPAA. Won the Bath & Body Works customer experience account by finalizing the NICE and Zendesk vendor agreements behind the proposal. Reported to the CEO, served on the executive committee, and briefed the Board.

$160M BUDGET 1,500 TEAM $20M SYNERGY
2018 TO 2022
President & General Manager, Innso
FOUNDEVER SOFTWARE ENTITY  ·  REMOTE

Parallel executive role. Built and ran Innso from zero to $10M in revenue at 70% gross margin across 50 clients in three years, with full P&L ownership. Defined the operating model end to end across product roadmaps, portfolio governance, and delivery cadence, shipped reusable AI-enabled customer experience platforms for the group, then integrated the unit back into the core enterprise.

FULL P&L 70% MARGIN 50 CLIENTS
2004 TO 2019
Chief Information Officer
GROUPE ACTICALL / SITEL GROUP  ·  PARIS, FRANCE

Built the enterprise technology backbone that scaled the company from $50M to $1.6B in revenue. Stabilized a near-daily outage crisis over 18 months and consolidated the data-center estate from 15 to 8. Led technology due diligence and post-merger integration for the Vitalicom and Sitel Worldwide acquisitions. Stood up global shared services in India, the Philippines, and Morocco at 150, 350, and 100 staff. Governed the Avaya and Microsoft relationships at $10M a year each and centralized connectivity to AT&T and Verizon.

$50M TO $1.6B 15 TO 8 DCs 600 SHARED SERVICES
2001 TO 2004
Deputy Chief Information Officer
GROUPE ACTICALL  ·  PARIS, FRANCE

Built the enterprise systems and service-delivery foundations behind the group's early scale-up, establishing core network, telephony, and business-system platforms for multi-site operations.

FOUNDATIONS
2000 TO 2001
Software Engineer
CAP GEMINI ERNST & YOUNG  ·  PARIS, FRANCE

Delivered study and development engineering on client software projects, building the engineering foundation underneath a technology leadership career that has since run twenty-four years.

ENGINEERING START
CREDENTIALS
EDUCATION
Engineering Degree, Software Engineering
Telecom Paris (ENST), Paris, France. A leading French engineering grande école.
1997 TO 2000
DOMAIN COVERAGE
Where the depth sits
Enterprise architecture, cloud, generative and conversational AI, automation, data platforms and governance, and technology risk at multinational scale.
M&A INTEGRATION POST-MERGER INTEGRATION IT GOVERNANCE GLOBAL SHARED SERVICES VENDOR MANAGEMENT BUSINESS CONTINUITY ITIL CI/CD MLOPS
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Worth a conversation

Open to CTO, CIO, President, and General Manager mandates, in Orlando, remote, or relocating for the right enterprise. Board and private equity conversations on technology diligence and post-merger integration are welcome too.

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